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Teacher Labour Market in England Annual Report 2025Dawson McLean and Jack WorthPage 2ContentsIntroduction 3Key findings and recommendations 4Policy context 9Size of the workforce 10Recruitment to initial teacher training 11Teacher retention 17Impact of teacher shortages on schools and pupils 19Teacher pay 22Working hours and workload 25Flexible working 29Conclusions and recommendations 30References and data sources 33The Nuffield Foundation is an independent charitable trust with a mission to advance social well-being.It funds research that informs social policy,primarily in Education,Welfare,and Justice.The Nuffield Foundation is the founder and co-funder of the Nuffield Council on Bioethics,the Ada Lovelace Institute and the Nuffield Family Justice Observatory.The Foundation has funded this project,but the views expressed are those of the authors and not necessarily the Foundation Bluesky:nuffieldfoundation.org X:NuffieldFound LinkedIn:Nuffield Foundation Website:nuffieldfoundation.orgPage 3Page 3IntroductionThe latest data shows that teacher recruitment and retention in England remain in a perilous state and represents a substantial on-going risk to the quality of education.Recruitment to initial teacher training(ITT)has been persistently below target in most secondary subjects and primary since the pandemic and the latest data shows no change.Very little progress has been made on improving teacher retention or reducing teacher workload since 2019.The Government faces a critical moment for delivering on its pledge to address teacher shortages by recruiting 6,500 additional teachers.The aim of the National Foundation for Educational Researchs(NFER)annual series of Teacher Labour Market reports,funded by the Nuffield Foundation,is to monitor progress towards meeting the teacher supply challenge.Now in its seventh year,the report summarises new research and key trends in teacher recruitment,retention,pay and working conditions and points towards policy actions that are likely to have the greatest impact on addressing the challenges.We use Department for Education(DfE)data on teacher training applications and enrolments to show how last years ITT recruitment compared to target and what recruitment is likely to look like this year.We also explore trends in teacher retention using data from the DfEs School Workforce Census(SWC).Trends in recruitment and retention are driven by changes in the competitiveness of pay and working conditions in teaching compared to other jobs.We therefore also analyse trends in pay and working conditions,primarily using findings from the DfEs Working Lives of Teachers and Leaders(WLTL)survey,Annual Survey of Hours and Earnings(ASHE)and the Labour Force Survey(LFS).The WLTL is a crucial source of sector-specific information on teachers workload and perceptions of their working conditions while ASHE and the LFS enable us to compare teachers pay and working conditions to graduates in other occupations with similar age,gender and region profiles.Further details about the data sources used and variable definitions are in a separate methodology appendix.Teacher recruitment and retention in England is not improving and there are growing signs of shortages having a negative impact on schools and pupils.The Government now faces a critical now or never moment for delivering on its pledge to address teacher shortages by recruiting 6,500 additional teachers by the end of the parliament.Jack Worth,School Workforce LeadPage 4The Labour Governments pledge to recruit 6,500 additional teachers comes against the backdrop of a teaching workforce that has failed to keep pace with pupil numbers over the last decade.Secondary pupil numbers grew by 15 per cent from 2015/16 to 2023/24 while the number of secondary teachers grew by three per cent.This disparity is linked to the worsening secondary teacher supply challenge over the last decade.Recruitment into postgraduate secondary initial teacher training(ITT)courses has remained substantially below target since the pandemic,and our forecast suggests under-recruitment will continue into 2025/26.Secondary ITT recruitment in 2024/25 reached 62 per cent of what the DfE estimated it needed to meet the demand from schools.This was slightly higher than the previous year,however the increases were mainly due to bursary changes in some shortage subjects,rather than a widespread increase in interest in teaching.Twelve out of seventeen subjects recruited below target last year,continuing the post-pandemic trend of severe under-recruitment for secondary.For postgraduate primary,recruitment reached 88 per cent of target,the third consecutive year of under-recruitment for primary and the start of a worsening trend.This years postgraduate applications data,up to February 2025,suggests that under-recruitment in both secondary and primary is likely to continue in 2025/26.Overall secondary recruitment this year is forecast to reach two-thirds of assumed targets,with primary around 86 per cent of target.At least 7 out of 17 secondary subjects are forecast to under-recruit in 2025/26In 2022/23,9.6 per cent of teachers left state-sector teaching,slightly higher than pre-pandemic.Key findings and recommendationsPostgraduate secondary recruitment was nearly 40 per cent below target in 2024/25 while primary missed its target for the third consecutive yearPage 5Teacher leaving rates have remained persistently high since the pandemic.In 2022/23,9.6 per cent of teachers left teaching in the state sector.This was slightly lower than the previous year but marginally higher than the year before the pandemic.The leaving rate for early-career teachers(ECTs)is higher than the average leaving rate for all teachers.).The latest retention data and recent NFER evaluation evidence from the early roll-out suggest that the impact of the Early Career Framework(ECF)on retention may be,at best,modest.There are growing signs of teacher shortages in schools,which risk impacting the quality of education for pupils.Teacher under-supply can impact schools and pupils in a number of different ways.For instance,schools may carry more unfilled vacancies for teaching staff as they find themselves unable to hire new teachers to respond to growing pupil numbers or to replace teachers who have left.Data shows that the number of teaching vacancies in schools per thousand teachers in service has doubled since before the pandemic.Schools may also increase class sizes when insufficient high-quality teachers are available to be employed.Since 2015/16,overall secondary class sizes have increased by 10 per cent while the proportion of secondary pupils in a class exceeding 30 pupils in size has increased from 10 to 15 per cent.Worsening teacher shortages also impact how schools deploy their existing teachers.Schools have become more reliant on unqualified teachers to fill gaps in their workforce,while non-specialist teachers teaching maths and physics has become more common.The impacts of teacher shortages tend to be more acute in schools serving more deprived pupils.Leaving and vacancy rates in the most-deprived schools are higher than in the least-deprived.Similarly,the proportion of English and maths teaching hours that are taught by subject specialists is around 10 percentage points lower in the most-deprived schools than in the least-deprived.Policy measures designed to improve teacher supply can therefore play a role in the Governments wider social mobility objectives.More broadly,these differences also underscore the vital need for clear,granular data to understand the specific nature of teacher shortages in areas where they may be better or worse than others.In 2023/24,15 per cent of secondary pupils were in classes of more than 30,up from 10 per cent in 2015/16.The proportion of physics teaching hours taught by physics specialists has fallen by three percentage points over the last six yearsThe proportion of maths teaching hours taught by maths specialists is 12 percentage points lower in the most-deprived schools than the least-deprived.Page 6Last years 5.5 per cent pay rise,coupled with the previous Governments introduction of 30,000 starting salaries,have returned starting salaries to 2010/11 levels in real terms.However,teacher pay growth at all scale points has lagged behind pay growth in the wider labour force,leading to a loss of competitiveness against the wider UK labour force,particularly for more experienced teachers.The DfEs proposed 2.8 per cent rise for 2025/26 is similar to Office for Budget Responsibility(OBR)forecasts for earnings growth in fiscal year 2025/26.This would lead teacher pay to grow in line with average earnings next year,which would avoid a further loss in competitiveness next year but also be a missed opportunity to make further gains on teacher pay.The DfE have indicated that next years pay award may also not be fully funded by the Government,which would add significant additional financial pressure,increasing existing deficits and pushing more schools into a deficit.Over the longer term,the OBR indicates that average earnings are forecast to rise by 6.1 per cent from 2026/27 to 2028/29.Total teacher pay growth will therefore need to exceed 6.1 per cent by the end of the parliament to continue improving competitiveness.NFER research suggests that,while it would be possible to meet the 6,500-teacher recruitment target with pay increases alone,the cost to do so may be unlikely to offer the best value for money.Research shows that financial incentives targeted at subjects and areas facing the greatest challenges,such as bursaries and early career retention payments(ECRPs),are cost-effective policy tools for improving teacher recruitment and retention alongside pay rises,since they can be targeted where action is most needed.Recommendation 1:The School Teachers Review Body(STRB)should recommend that the 2025/26 teacher pay award exceeds three per cent and/or strongly signal that it intends to make future recommendations exceeding forecast rates of average earnings growth.The Government should also ensure that the Spending Review delivers rises in the Schools Budget necessary to increase teacher pay by at least 6.1 per cent from 2026/27 to 2028/29.Recommendation 2:The Government should supplement pay rises with increases in spending on financial incentives targeting shortage subjects.In 2024/25,real-terms growth in starting salaries since 2010/11 was 6 percentage points lower than for average UK earnings.For experienced teachers,it was 15 percentage points lower.Teacher pay will have to rise by 6.1 per cent between 2026/27 and 2028/29 to match forecast average earnings growth by the end of the current parliament.Page 7There have been some small reductions in teacher workload over the last decade.However significant gaps remain between teachers and similar graduates in other jobs.Policymakers should continue to focus on improving the attractiveness of non-pay factors such as workload.High workload is a key influence for teachers decisions to leave the profession and research shows that reducing teacher workload may improve retention with low financial cost.The LFS shows that teachers working hours and perceptions of their workload have improved slightly since the mid-2010s.However,teachers on average still have longer working hours and more negative perceptions of their workload compared to similar graduates working in other jobs.The Governments ambitions for other education policy reforms,such as changes to the inspection framework,Special Educational Needs and Disabilities(SEND)system and national curriculum and assessment arrangements,involve risks of increasing workload and worsening retention,especially when changes are first implemented.Rolling out policy reforms without losing sight of further reductions in teacher workload will therefore be important for policymakers to consider.The WLTL survey suggests that administration and lesson planning are key contributors to teacher workload.Evidence from a recent NFER study suggests that generative artificial intelligence(AI)tools like ChatGPT can save teachers time by helping with lesson planning,with no evidence of negative impacts on the quality of materials or teachers sense of autonomy or creativity.Recommendation 3:The Government should develop a teacher workload reduction strategy to improve retention that is fully integrated with the wider policy reform agenda.Recommendation 4:Schools should consider whether and how generative AI tools such as ChatGPT could help improve teachers planning workload.During term time in 2023/24,the average teacher worked five hours per week longer than similar graduates in other jobs.Teachers who used ChatGPT to help with their lesson planning spent,on average,30 per cent less time on lesson planning than teachers who did not.Page 8Pupil behaviour has become one of the fastest-growing contributors to teacher workload since the pandemic.Teachers and leaders perceptions of pupil behaviour in their school have worsened considerably since 2021/22,while the proportion of teachers who say they spend too much time responding to pupil behaviour incidents has increased substantially.The drivers of worsening pupil behaviour are complex and multi-faceted,and are likely to be linked in part to pupil mental health and the wider challenges facing the system for supporting pupils with SEND.NFERs 2023 review of teacher workload found that more support from outside agencies for specific pupil needs such as SEND support,mental health and safeguarding was seen by teachers as a key enabler of workload reduction.A lack of access to flexible working arrangements may be contributing to teachers leaving the profession.Hybrid and flexible working arrangements continue to remain a common feature of the graduate labour market outside teaching since the pandemic.It is not realistic that teachers will work remotely to the same extent that graduates working in other jobs might be able to.However,flexibilities such as part-time working for those who want it,allowing teachers to use planning,preparation and assessment(PPA)time flexibly at home,or having access to ad-hoc days off,are generally available to some teachers.WLTL data suggests that a lack of access to these types of flexible working arrangements may be pushing some teachers out of the profession.Recommendation 5:The Government should develop a new approach for supporting schools to improve pupil behaviour,reinforced by improved external school support services and backed with additional funding in the Spending Review.Recommendation 6:School leaders should consider adopting a wider range of flexible working practices in their schools to improve teacher retention.The proportion of teachers rating pupil behaviour in their schools as good or very good has fallen 13 percentage points since 2021/22.The proportion of teachers spending too much time responding to behaviour incidents has increased by 10 percentage points since 2021/22.Page 9The policy context for this years report is very different from last years,published in March 2024.The July 2024 general election returned a Labour Government.The partys manifesto recognised the challenge of shortages of qualified teachers across the country and pledged to recruit 6,500 new expert teachers in key subjects(The Labour Party,2024).It promised to get more teachers into shortage subjects,support areas that face recruitment challenges,and tackle retention issues,but did not set out a detailed definition of how this supply target would be measured or delivered.Nonetheless,making the pledge so prominent in its messaging signals that improving teacher supply is a high political priority for the Government.NFERs December 2024 report How to recruit 6,500 teachers?concluded that,while assessing how challenging the Governments target is to achieve depends crucially on how it is defined,achieving it appears to be ambitious and not trivial given the current state of teacher supply(Worth and Tang,2024).Further,achieving the target will require new policy measures that are additional to business-as-usual.The Government has a significant opportunity at the upcoming Spending Review to secure the resources necessary to deliver this promised improvement in teacher recruitment and retention.Teacher supply policy actions typically take at least a year or two to influence schools staffing experience.This year is therefore a critical now or never moment for the Governments ability to demonstrate by the end of the parliament that it has delivered this pledge.The Government also faces choices about what policy actions to prioritise,given the constraints on the public finances.It should aim to prioritise policy actions that are backed by the research evidence to have a positive impact on recruitment and/or retention,are significant enough in scale and scope to deliver the pledge,and that represent good value for money.Finally,the Government needs to ensure that its efforts to improve teacher supply are not inadvertently undermined by delivery of its other policy priorities.Both the Curriculum and Assessment Review and the Governments and Ofsteds proposed reforms to school accountability and inspection have the potential to increase teacher workload and worsen retention if not carefully implemented.Likewise,the Government is also embarking on significant reforms to the special educational needs and disabilities(SEND)system,with a focus on helping more pupils with SEND to have their needs met in mainstream schools.While the reforms could increase support for teachers and improve retention in the long term,they also run the risk of demanding more from teachers to support an increased complexity of pupil need in mainstream classrooms,thereby increasing workload and worsening retention,if rolled out without due care.Amid the major strategic decisions and substantial policy changes,the regular drumbeat of annual policymaking also continues.The STRB has been asked to give recommendations on teacher pay in 2025/26 to Government,which will be influenced by the current state of teacher recruitment and retention that this report outlines.Policy contextPage 10The teaching workforce in England has been growing in size for more than a decade but lagged behind the growth in secondary pupil numbers.The size of the teaching workforce has grown over the last decade,with the total number of teachers in state-sector primary and secondary schools in England rising by about five per cent between 2010/11 and 2023/24.Most of this growth has been in primary,which increased roughly in line with the increase in primary-age pupils during the early 2010s(DfE,2024h).However,primary teachers have tended to be easier to recruit than secondary teachers.As this bulge of primary-age pupils moved into secondary,the size of the secondary teacher workforce has not grown at the same rate as secondary pupils.Secondary pupil numbers(adjusted to full-time equivalents(FTE)grew by 15 per cent between 2015/16 and 2023/24(DfE,2025)while the number of FTE-adjusted secondary teachers grew by only three per cent.This disparity is linked to the worsening secondary teacher supply challenge over the last decade.The number of teachers in special schools has grown substantially since 2010/11.However,this is against the backdrop of rising demand for special needs education and significant challenges in teacher supply in the special needs sector(Scott,2025).Similarly,teachers in further education(FE)and sixth-form colleges(which are also part of the Governments 6,500 teacher pledge)(Hansard and UK Parliament,2025)have also grown between 2021/22 and 2022/23(the only years of data we have for FE teachers).The bulge of pupils currently moving through the secondary phase will soon move into FE.Projections from the Office for National Statistics(ONS)show that the number of 16-18 year olds in England is forecast to increase by 12 per cent between 2023 and 2028(Office for National Statistics,2025b).However,the FE sector is already grappling with its own recruitment and retention challenges(Flemons et al.,2024),making it potentially ill-equipped to accommodate this increase in students without policy attention.Adding 6,500 additional teachers to the size of the existing workforce of state-sector school and FE teachers would therefore provide a welcome boost,representing a roughly one per cent increase in the size of the workforce compared to 2022/23 levels.Overall pupil numbers are set to fall over the next five years,suggesting that the ambition to increase teacher numbers over the same period is welcome recognition that previous under-recruitment shortfalls need reversing.While the pledge would be unlikely to fully resolve under-recruitment in all phases and subjects if delivered,it is appropriately stretching and ambitious given the context(Worth and Tang,2024).Note:The number of primary and secondary teachers are FTE-adjusted while for college teachers it represents a headcount.Source:SWC(2010/11 2023/24)and FEWDC(2021/22 2022/23)196,258218,534218,734 217,563 53,99815,31228,2460100,000200,000300,0002010/112015/162020/212023/24Size of the teaching workforce in EnglandPrimary teachersSecondary teachersCollege teachersSpecial school teachersPage 11There are persistent shortfalls in overall postgraduate secondary initial teacher training(ITT)recruitment alongside worsening primary postgraduate recruitment since the pandemic.Overall,in the 2024/25 cycle,23,107 teachers were recruited to an ITT course.This was below the 33,355 target number of trainees that the DfE estimated the school system needed to recruit in 2024/25 to meet future staffing needs.Secondary recruitment reached only 62 per cent of target and primary 88 per cent.This continued the trend of consecutive years of severe under-recruitment for secondary and marked the emergence of a new trend of worsening recruitment for primary.In secondary schools alone,the extent to which the target was missed exceeded the Governments recruitment pledge.An additional 6,500 secondary recruits would represent a 44 per cent increase in 2024/25 recruitment,but this would only have brought overall secondary recruitment to about 90 per cent of its target.Despite still being below 100 per cent,2024/25 secondary recruitment as a proportion of its target was higher than in the previous year.The increase was driven by both higher recruitment(trainee numbers were 16 per cent higher compared to 2023/24)and a fall in the total secondary target(nine per cent lower than 2023/24).The reduction in the secondary target was driven by more favourable forecasts of the number of returners and teachers new to the state-funded sector,alongside improved retention of secondary teachers(DfE,2024e).Changes to the DfEs pupil projections also contributed to this decrease with the latest forecasts for secondary suggesting that pupil numbers are expected to grow more slowly than previously thought.For primary,the scale of under-recruitment relative to target in 2024/25 was less severe than in secondary.However,it marked the third year in a row that the primary recruitment target was missed,and by a larger margin than any year since the pandemic.This was because primary recruitment in 2024/25 fell by about four per cent from the previous year,while the primary recruitment target increased by about two per cent.Despite a projected fall in primary pupil numbers,the DfE increased the primary recruitment target due to lower primary teacher retention than expected.Source:DfE ITT census(2015/16 2024/25)Postgraduate ITT recruitment vs target 2015/16-2024/25(%)25Pu050 15/162020/212022/232024/25-PrimarySecondaryPage 12Postgraduate ITT recruitment for all except five secondary subjects was below target in 2024/25.While postgraduate ITT recruitment to some secondary subjects was better in 2024/25 than in previous years,most subjects missed their targets,including in the subjects likely to be of particular policy focus for the Government.The Governments 6,500 teacher pledge explicitly mentions a focus on key subjects.While undefined,key subjects could refer to science,technology,engineering and mathematics(STEM)subjects,which are often of policy focus and tend to be more challenging to meet recruitment targets.Indeed,in 2024/25,STEM subjects including physics,computing and chemistry,were among those that were the furthest from meeting recruitment targets.The exception to this was biology,which historically tends to recruit well,and which exceeded its target last year.In aggregate,science subjects reached 61 per cent of the total target in 2024/25.Not all under-recruiting subjects are STEM subjects.Modern foreign languages(MFL)also tend to face significant under-recruitment most years and reached only 43 per cent of their target in 2024/25.Similarly,business studies,which attracts no training bursary,reached only 15 per cent of its target,and design&technology 39 per cent of target.Compared to 2023/24,some subjects saw an increase in recruitment,such as religious education,geography,art&design,physics,music,design&technology,MFL and mathematics.This was likely driven in part by increased bursaries in each of these subjects(except geography and MFL).The DfE also made adjustments to its recruitment targets last year,with targets for half of all subjects going up and half going down.The DfE notes that the fall in recruitment targets last year in these subjects was driven by several factors,including expectations of higher numbers of returners and new entrants entering the state sector(DfE,2024e).Additionally,fewer English,physics and classics teachers left teaching than expected last year.Source:DfE ITT census(2024/25)153137394043496162667380921011161192112600P00 0%0%Business studiesPhysicsComputingDesign&technologyMusicModern foreign languagesDramaAll scienceChemistryArt&designMathematicsReligious educationGeographyEnglishHistoryBiologyPhysical educationClassics2024/25 postgraduate ITT recruitment vs target,by subjectPage 13ITT applications data for 2025/26 suggests postgraduate ITT recruitment this year is likely to be similar to last year,with at least seven out of 17 subjects forecast to under-recruit compared to assumed targets.NFERs forecast for postgraduate ITT recruitment in the current cycle(2025/26),based on applications made up to February 2025,suggests that the pattern of under-recruitment in primary and most secondary subjects is likely to continue this year.The numbers of accepted ITT applications made so far this cycle are only slightly different from the same point last year.For secondary,applications are nine per cent higher than in February 2024,and two per cent lower for primary.This is likely to lead to broadly similar end-of-cycle recruitment this year as last year,but with a slight improvement for secondary(forecast to reach around two-thirds of target)and perhaps a slight worsening for primary(forecast to reach 86 per cent of target).Some subjects appear to be on track for improvements in recruitment this year,such as art&design,chemistry,computing and religious education,which are forecast to be 15 percentage points or more closer to hitting their respective target this year.Biology is also on track for a similar increase and is forecast to exceed its target this year.Meanwhile,business studies,design&technology,history,MFL,mathematics physics and geography are forecast to make modest gains towards their targets,while recruitment for English and physical education is forecast to decline slightly.There are some uncertainties inherent in this forecast.First,it is based on applications to February,which is still early in the application cycle.This uncertainty is represented by the error bars in the chart.Any policy changes or change to typical application patterns that happen later in the year have the potential to change the outcome.Second,the analysis is based on the 2024/25 targets rather than the targets for 2025/26,which are due to be published in April.Any target changes could alter the picture for affected subjects.Despite these uncertainties,the applications data suggests we may expect only a modest improvement in overall secondary recruitment this year,with primary and a significant number of secondary subjects still forecast to recruit to levels below their likely targets.Seven subjects are highly likely to be below target,while four subjects and primary have a reasonable chance of recruiting below target.Only five subjects have a reasonable chance of recruiting at or above target.Recruitment for all science teachers across the three individual subjects is likely to be around 77 per cent of target in 2025/26,which while still below target,would be a significant improvement since 2023/24 when recruitment reached 42 per cent of target.Note:Forecasts represent the central estimate,with the shaded bands showing the predictions 95 per cent confidence intervals.Source:NFER analysis of DfE Apply and UCAS data86681518404142454956777982859195102122143208250050100150200250300PrimarySecondaryOthersBusiness StudiesPhysicsMusicDesign&TechnologyDramaModern Foreign LanguagesComputingAll scienceEnglishMathematicsChemistryArt&DesignReligious EducationGeographyHistoryBiologyPhysical EducationClassicsNFER forecast of 2025/26 ITT Census recruitment vs target(%,based on applications to Feb 2025)Page 14Recent recruitment improvements are likely to have been driven mainly by bursary increases in those subjects.A key tool available to policymakers to support recruitment in shortage subjects is training bursaries.Bursaries are tax-free grants available to recruits starting an ITT course who meet specific criteria,with a higher value bursary available in subjects where shortages are the most acute.NFER research shows that bursaries are a crucial way to improve ITT recruitment,with a 5,000 bursary increase leading to,on average,a 15 per cent increase in trainees.Bursary recipients are also no more likely to leave the profession than other teachers,so this recruitment boost tends to lead to higher teacher supply over the long run(McLean,Tang and Worth,2023).Due to the scale of secondary under-recruitment in recent years,the DfE increased bursaries this year for nine out of 17 secondary subjects(DfE,2024b).The largest bursary in 2025/26,with a value of 29,000,is available for eligible trainees in physics,mathematics,chemistry and computing.Conversely,the bursary for English trainees was reduced this year,from 10,000 to 5,000,following another 5,000 cut in 2024/25.Business studies trainees continued to be ineligible to receive any bursary at all,despite chronic under-recruitment.The impact of bursaries is clear in the data.In subjects that received a bursary increase in 2025/26,application numbers up to February 2025 were 20 per cent higher than they were at the same point in 2024,while in subjects that received no increase or a cut,application numbers fell by two per cent.Indeed,bursaries are likely to have driven most of the growth in secondary recruitment numbers over the last few years.ITT recruitment data for 2023/24 and 2024/25 shows that subjects where bursaries increased by more tended to gain a bigger boost in recruitment,while subjects with no bursary increase or a bursary cut faced little change in recruitment.The best-fit line on this chart appears to run almost exactly through zero on the vertical axis,suggesting there is little evidence of any increase in recruitment explained by factors other than bursary changes.Bursaries therefore continue to be an important targeted policy tool,increasing recruitment in subjects where it is most needed.However,stagnant growth in recruitment outside of bursary-supported subjects raises questions about whether supporting recruitment entirely with financial incentives is sustainable,particularly as the maximum value of bursaries for shortage subjects approaches the starting salary for teachers.Note:Line of best fit excludes physics and MFL due to changes to bursary policy in these subjects that impacted 2023/24 numbers.Source:NFER analysis of ITT Census dataArt&DesignBiologyDesign&TechnologyEnglishMusicReligious EducationPhysics-0.4-0.200.20.40.60.811.2-10-5051015Change in number of recruits(%)Change in bursary value(thousand)Change in recruitment vs.change in bursary value(by subject;2023/24 vs.2024/25)Page 15ITT trainees from outside the UK accounted for about six per cent of the 2024/25 training cohort.The Conservative Government introduced policies that encouraged more recruitment of international trainees to supplement shortfalls in domestic supply.From spring 2023,foreign nationals applying for physics and languages ITT courses were made eligible for training bursaries.This policy change led to a sharp increase in prospective teachers domiciled outside the UK applying for ITT programmes in England,with the proportion of non-UK domiciled applicants doubling between 2022/23 and 2023/24.This increased even further in 2024/25,with non-UK-domiciled applicants accounting for over 11,000 of the total 52,000 ITT applicants that year,with a similar pattern continuing in 2025/26.Growth in non-UK-domiciled applicants was mainly in physics and MFL.In 2024/25,65 per cent of ITT applicants in physics,and 34 per cent of applicants in MFL,were non-UK-domiciled,compared to 24 per cent of all other applicants.The growth in non-UK applicants was driven mainly by countries outside of Europe.The countries that were the biggest sources of non-UK domiciled candidates in 2023/24 included Nigeria(41 per cent of non-UK-domiciled candidates),Ghana(21 per cent),Pakistan(five per cent)and India(four per cent).However,the impact of international recruitment on the size of the teacher workforce has been more muted than application numbers might suggest.This is primarily because non-UK-domiciled applicants tend to experience much higher rejection rates than domestic applicants.Data shows that in physics and MFL,the rejection rate for non-UK candidates was almost double that for UK candidates in 2024/25.For applicants to all other subjects,the difference was even higher.Candidates can be rejected for a variety of reasons,including foreign degree qualifications not being recognised as equivalent,the candidate not having sufficient teaching experience or problems obtaining a visa,which can pose barriers to international candidates.Nonetheless,1,385 non-UK applicants accepted an offer of a place on an ITT course in 2024/25,around six per cent of the total number of accepted applicants that year.This was a slight increase from 1,314 in 2023/24.The number of international applicants accepting places so far in 2025/26 is 21 per cent higher than it was at the same point in the 2024/25 cycle.International recruitment should therefore be sustained,as it can be expected to add a small but meaningful number of teachers to the system each year in key subjects.Source:NFER analysis of DfE Apply data(2023/24 2025/26)57et(4C#$%0%Pu0 23/242024/252025/26(to Feb.)Proportion of applicants non-UK domiciledPhysicsMFLAll other applicants34%Eb%0%Pu0%PhysicsMFLAll other applicantsProportion of applicants rejectedUK candidatesNon-UK candidatesPage 16Fewer teachers who qualified in other countries are joining the profession in England since the Brexit referendum.Domestic teacher recruitment can also be supplemented by the recognition of international teaching qualifications.The Teacher Regulation Agency(TRA),the public body responsible for regulating teachers,grants qualified teacher status(QTS)for teachers who earned a teaching qualification in selected foreign countries.This list has historically comprised mainly European countries,alongside Canada,Australia,New Zealand and the USA.QTS recognitions were a much larger source of teacher supply in the early 2010s(although still relatively small:44,000 teachers entered the state-funded school sector in 2023/24).In 2015/16,for instance,over 6,826 QTS recognitions were awarded.This has fallen over time.In 2020/21,2,940 QTS recognitions were awarded and in 2023/24 it was 1,541,although this is provisional data that does not yet include all awards granted that year.Part of the reason for this decline may have been the impact of the Brexit referendum,as the number of QTS recognitions awarded to European Economic Area(EEA)nationals fell by 59 per cent between 2015/16 and 2020/21.In 2022/23,the Government made changes to its QTS recognition requirements,also adding several new countries to the list of those whose foreign qualifications are recognised in England.These additional countries included Ghana,Hong Kong,India,Jamaica,Nigeria,Singapore,South Africa and Ukraine.The extension of qualification recognition to these countries led to a large increase in QTS recognitions awarded that year,although that was not sustained in 2023/24.The number of skilled worker visas granted by the Home Office for foreign teachers to come to England followed a somewhat similar pattern,with an increase in 2022/23 followed by a reversion to lower levels the following year.This policy change has mostly offset declines in the number of QTS recognitions awarded to European,Canadian,Australian,New Zealand and American nationals since the pandemic,but has led to a change in the composition of nationalities QTS recognitions are awarded to.In 2023/24,60 per cent of QTS recognitions were awarded to nationals from one of the extended scheme countries listed above,with six per cent awarded to nationals from European countries.Overall therefore,QTS recognitions,like international ITT recruitment,are a relatively small source of teacher recruitment.Recent policy changes have helped to slow the fall in QTS recognitions awarded since the Brexit referendum and the pandemic.Future policymaking should sustain this,as international recruitment can be a small,but important,part of new teacher supply.02,0004,0006,0008,0002012/132015/162020/212023/24QTS recognitions awarded to teachers who trained in the following regionsEEACan.,Aus.,NZ,USAExtended scheme countries2,0392,5601,87801000200030002021/222022/232023/24Skilled workers visas granted by the Home Ofce to foreign teachersNote:The 2023/24 QTS recognitions data is provisional and will be updated with additional new data later in 2025.Source(top):TRA Annual Reports Source(bottom):Home Office Immigration System StatisticsPage 17In 2022/23,9.6 per cent of teachers left teaching,slightly lower than the previous year but still higher than pre-pandemic.Persistent shortages and recruitment challenges mean that meeting the 6,500-teacher supply target will likely need a focus on improving retention alongside increasing recruitment.Indeed,Education Secretary Bridget Phillipson has stated that the best recruitment strategy is a strong retention strategy(Phillipson and DfE,2024).The latest data shows that leaving rates are still relatively high in a historical context.The School Workforce Census(SWC)indicates that leaving rates rose through the early 2010s,due to rising workload pressures,real-terms cuts to teacher pay and implementation of a range of Government policy changes,peaking at 10.6 per cent in 2014/15 and 2016/17.The pandemic led to a significant fall in leaving rates,which has since rebounded,hovering slightly above pre-pandemic levels.Overall,in 2022/23,9.6 per cent of teachers left teaching by the next year,similar to levels around 2012/13 and marginally higher than the year before the pandemic.The leaving rate has also become more concentrated among working-age teachers.According to the SWC,after excluding retirements,8.8 per cent of the teaching workforce left while they were still of working age in 2022/23,the highest rate that has been observed since 2010/11,when comparable SWC data became available.This is partly because the teaching workforce has become younger over time(DfE,2024h),so fewer teachers in 2022/23 are retiring than did earlier in the 2010s.However,persistently rising leaving rates of working-age teachers suggests that more must be done to support retention within this group.Source:SWC(2010/11 2023/24)9.9.4%9.4%9.7%9.6%6.5%8.0%7.8%8.7%8.8%0%5 10/112015/162020/21 2022/23Proportion of teachers who left teaching in the next yearOverallWorking-age teachersPage 18The national roll-out of the Early Career Framework(ECF)may have had little impact on retention of early career teachers(ECTs).The SWC data shows that leaving rates for ECTs teachers in the first two years of their career are higher than average.On average,14.5 per cent of teachers who entered teaching between 2014/15 and 2017/18 had left teaching within one year,and 21.7 per cent within two years.The ECF is a funded entitlement to a two-year package of support for ECTs.It was designed to improve ECT retention and was rolled out nationally in 2021/22.Last years SWC data was the first to provide two years of retention data for teachers involved in the ECF.However,comparing raw leaving rates across cohorts may not provide an accurate picture of the ECFs impact as it may also pick up the impact of other factors changing over time,such as pay rises,which influence retention for all teachers regardless of ECF participation.The data shows that,among teachers who entered teaching in 2021/22,12.8 per cent had left within one year,1.7 percentage points lower than the average for teachers who entered between 2014/15 and 2017/18.Among those who entered in 2022/23(in the second year of the ECF roll-out),leaving rates were 11 per cent,four percentage points below the 2014/15 2017/18 average.Two-year leaving rates were also lower for 2021/22 than the 2014/15 to 2017/18 average,but the gap was much narrower(less than one percentage point).This suggests that the ECF may be associated with improved retention rates for first-year ECTs,but only slightly after two years.The ECF national roll-out was accompanied by an extension to the period of assessment for completing induction from one year to two.This may provide an additional incentive for ECTs to complete their second year,and thereby their induction,perhaps accounting for why the ECF introduction appears to have had a big impact on end-of-first-year retention rates but less of an effect by the following year.NFERs recent evaluation of the ECF early roll-out the initial pilot begun in 2020/21 looked at retention of ECF participants.It provides a more robust indication of the impact of the ECF by comparing participants to an otherwise similar set of ECTs in the same cohort who did not participate in the ECF.The study found that ECF participants were no more or less likely to stay in teaching than teachers who did not participate(Walker et al.,2024).However,the findings may not be generalisable to the national roll-out as the early roll-out was implemented during the Covid-19 pandemic and changes were made to the design in response to feedback.The evaluation highlighted other perceived benefits of the ECF,including that ECTs were more likely to have remained in their original induction school than non-participating ECTs and improvements in ECTs teaching skills,self-efficacy,confidence and job satisfaction.However,the data we have so far indicates impacts on retention in the state-funded sector that may be,at best,modest.15!%0%5 %Within one year of entryWithin two years of entryProportion of ECTs who had left teaching,by year of entry2014/15 to 2017/18 average2021/22(first ECF cohort)2022/23(second ECF cohort)Note:The 2018/19 2020/21 cohorts are excluded from this analysis due to the impacts of the Covid-19 pandemic.Source:SWC(2010/11 2023/24)Page 19Persistent,inadequate recruitment and stubbornly high teacher leaving rates lead to shortages of teachers and larger class sizes.There is no single indicator that measures teacher shortages.The impacts of under-supply of teachers may be mitigated by school leaders in a number of different ways,including carrying more unfilled vacancies,increasing class sizes and deploying unqualified or non-specialist teachers(Worth and Faulkner-Ellis,2022).DfE data collections provide several proxy measures that capture some of these factors and indicate how school operations may be affected by growing shortages.Vacancy rates are one of the clearest measures of schools demand for teachers exceeding supply.Rising rates of unfilled vacancies reflect the impact of schools inability to hire new teachers to respond to increased pupil numbers or replace teachers who have left.The SWC data shows that the number of open vacancies in state-funded schools(expressed per thousand teachers in service)has significantly increased over time,particularly since the post-pandemic period when secondary recruitment has fallen substantially behind target.In 2023/24,there were six vacancies per thousand teachers in service,double the rate prior to the pandemic and six times higher than in 2010/11.The vacancy rate estimated in the SWC measures unfilled job vacancies in November each year,which is an atypical time for schools to have vacancies.Nonetheless,the upwards trend is clear and consistent with ongoing and worsening challenges schools face in recruiting sufficient numbers of teachers.Schools may also increase class sizes when insufficient high-quality teachers are available to be employed.Indeed,DfE data shows that while class sizes in primary schools have remained relatively constant over time,they have increased significantly in secondary schools.In 2023/24,there were 22 secondary pupils per class on average in England,up from 20 in 2015/16.Most of this increase occurred between 2015/16 and 2021/22,as the demographic bulge of primary-age pupils from earlier in the 2010s began moving into secondary schools.The proportion of secondary pupils in a large class(defined as being more than 30 pupils per class)has also increased over the same period,from 10 to 15 per cent.1226024682010/112015/162020/212023/24Vacancy rate(per 1k teachers in service)202210152025302015/162023/24Secondary pupils per class10%0%5 15/162023/24Secondary pupils in a large class(%)Source(top):SWC(2010/11 2023/24)Source(bottom):Schools,pupils and their characteristics(2015/16 2023/24)Page 20Teacher shortages are linked to increased reliance on unqualified and non-specialist teachers.Worsening teacher shortages impact how schools deploy their existing teachers,for instance by becoming more reliant on unqualified teachers to fill gaps in their workforce.In 2023/24,the SWC data shows that 3.7 per cent of teachers in secondary schools were unqualified,the highest rate since 2017/18.This increase reversed a previous decline in unqualified teacher rates,bringing levels back to those seen in the mid-2010s,when teacher attrition was higher.In primary schools,2.4 per cent of teachers were unqualified in 2023/24 which also marked a reversal of a previous decline but was less stark than for secondary(where recruitment tends to be most challenging).Under-recruitment of teachers in key shortage subjects may also lead to secondary schools relying more heavily on deploying non-specialist teachers to teach shortage subjects,which is likely to impact on both teaching quality and pupil outcomes.Indeed,the SWC data shows that the subjects where the most subject hours tend to be taught by a specialist teacher are those that recruit well(e.g.physical education,biology,English and history).Conversely,other subjects which have historically faced persistent under-recruitment,like physics and computing,are much less likely to be taught by specialist teachers.Some chronic shortage subjects have also seen a decline in the prevalence of subject specialists.For instance,the proportion of physics and mathematics teaching hours taught by subject specialists fell by three and two percentage points,respectively,between 2017/18 and 2023/24.One exception to this is computing,which has seen a significant increase in the proportion of teaching hours taught by specialists over the last six years,despite consistent under-recruitment.This may be influenced by schools gradually replacing specialists in the legacy information and communication technology(ICT)subject with computer science graduates,coupled with the significant growth in university graduates studying computer science(Worth,2024).In contrast,subjects like physical education,history and English,which generally tend to recruit well,have recorded increases in teaching hours taught by subject specialists over time.Note:Teachers are considered a subject specialist if they hold any post-A level qualification in a relevant subject.Source:SWC(2010/11 2023/24)2.0%2.6%2.4%4.3%4.2%3.7%0%2%4%6%8 10/112023/24Proportion of teachers unqualifiedPrimarySecondary96uFrT%0 00%Physical educationBiologyHistoryEnglishMathematicsChemistryPhysicsComputingProportion teaching hours taught by subject specialists,by subject2017/182023/24Page 21The impact of teacher shortages has a bigger impact in schools with more pupils from deprived backgrounds.The impacts of teacher shortages disproportionately affect more disadvantaged schools(where most-deprived schools refer to those in the top quintile for pupils eligible for free school meals(FSM).The SWC data shows that leaving rates in the most-deprived primary schools are about one percentage point higher than the least-deprived schools,and this gap is two percentage points in secondary schools.Similarly,the rate of vacant and temporarily-filled teaching posts per thousand teaching staff is about twice as high in the most-deprived primary schools compared to the least-deprived.In secondary schools,it is nearly three times higher.Schools with a more deprived intake also tend to rely more on non-specialist teaching staff.In the most-deprived secondary schools,79 per cent of English teaching hours are taught by a subject specialist and 67 per cent of maths teaching hours.Meanwhile,in the least-deprived schools,it is 87 per cent for English and 79 per cent for maths.This suggests that addressing teacher shortages is crucial for the Governments social mobility and opportunity objectives.Ensuring there are sufficient numbers of teachers in the system will help ensure that pupils from deprived backgrounds have better access to subject specialists in the classroom,higher quality education and improved life chances.More broadly,this also underscores the vital need for clear,granular data to understand the specific nature of teacher shortages in areas where they may be better or worse than others.These insights are essential for informing policy development,especially in the context of specific schools,regions or communities.To support this effort,NFER has recently published a newly-updated data dashboard(NFER,2025)featuring a comprehensive set of indicators related to teacher recruitment and retention,now including data up to 2023/24.The dashboard offers clear evidence showing how the teacher supply challenge has evolved over time between local areas,subjects and types of schools.8.9%9.3%9.3%9.7.1%8.8%8.9%9.5%9.9.4%0%5%Least deprivedAvg.deprivationMost deprivedLeaving ratePrimarySecondary87yyuuqg%0P0%Least deprivedAvg.deprivationMost deprivedProportion of teaching hours taught by subject specialist EnglishMaths688111310141723260102030LeastdeprivedAvg.deprivationMost deprivedVacancy rate(per 1k teachers)PrimarySecondaryNote:The differences in subject specialist indicators here and on the previous page are due to definitional differences in our analysis and the DfEs.Subject specialism definitions are consistent across school FSM quintiles.Source:NFER analysis of SWC data(2023/24)Page 22Reversing the deterioration in teacher pay is likely to be key to addressing the persistence of the teacher supply challenge.Pay is a key policy lever available for supporting teacher recruitment and retention.Research shows that the competitiveness of teacher pay relative to other jobs is linked to both recruitment and retention(Dolton and van der Klaauw,1999).Public sector pay restraint during the 2010s led to real-terms cuts to teacher pay between 2010/11 and 2018/19.This likely contributed to rising leaving rates during those years,since average earnings in the wider economy grew faster than teacher pay.A number of significant pay rises have been introduced over the last six years.However,these pay rises have been targeted primarily towards ECTs(School Teachers Review Body,Office for the Pay Review Body,and DfE,2024),as ECTs are more likely than more experienced teachers to leave teaching.The introduction of 30,000 starting salaries in 2023/24 by the previous Government,coupled with the new Governments 5.5 per cent pay rise in 2024/25,have returned starting salaries to where they were in 2010/11 in real terms.The same is not true,however,for the pay of more experienced teachers(teachers at the top of the upper pay scale),which has deteriorated to a much larger degree than for ECTs.Last years 5.5 per cent pay rise helped to partially reverse prior deterioration.However,pay for experienced teachers was still nine per cent lower in 2024/25 than in 2010/11 in real terms.Furthermore,while recent pay rises have helped to return starting salaries to where they were in 2010/11,teacher pay at all levels still lags far behind average earnings growth in the wider economy over the same period.Data from the Office for National Statistics(ONS)shows that between 2010/11 and 2023/24,average earnings in the UK economy grew by four per cent in real terms,with the Office for Budget Responsibility(OBR)forecasting continued growth in real-terms average earnings through 2025/26.In 2024/25,average earnings are forecast to be 6.7 per cent higher than in 2010/11 in real terms,which is six percentage points higher than the real-terms growth in teacher starting salaries over the same period and 15 percentage points higher than the growth in experienced teacher pay.Teacher pay rises from the last two years(three years for starting salaries)have exceeded average earnings growth in the wider economy and therefore helped to improve the competitiveness of pay relative to the wider economy.However,this improvement has not completely reversed the accumulated loss in competitiveness since 2010/11 for all teachers.Notes:Experienced teachers refers to teachers at the top of the upper pay scale.Dotted line represents the forecast of real earnings growth based on OBR projections from October 2024.Source:School Teachers Pay and Conditions Document;Office for National Statistics;Office for Budget Responsibility-15%-10%-5%0%5 10/112015/162020/212024/252029/30Real earnings growth since 2010/11Starting salariesExperienced teachersAverage UK earningsPage 23Teachers position in the income distribution has fallen significantly since 2010/11.Comparing earnings growth for teachers to average earnings in the wider labour market(as in the previous chart)is a useful benchmark to show how teacher pay compares to other jobs.However,part of the reason why average earnings in the UK have performed relatively well over the 2010s is because earnings growth has been faster at the lower end of the income distribution due to increases to the National Living Wage(Low Pay Commission,2023).This may be less appropriate as a benchmark to understand teacher pay competitiveness,although research has shown that the salaries of teachers that leave for another job have a wide range,and tend to be lower on average(Worth and McLean,2022).A different way to visualise the deteriorating competitiveness of teacher pay is by considering where in the income distribution teachers tend to be(i.e.how teacher pay compares to pay for full-time workers in other jobs),and whether this position has changed over time.Data from the Annual Survey of Hours and Earnings(ASHE)shows that teachers position in the income distribution for all full-time workers in England has generally fallen over time.In 2010/11,a teacher in their first year(earning a starting salary)would have found themselves in about the 38th percentile of income in England.In other words,a first-year teacher in 2010/11 would have earned more than 38 per cent of all other full-time workers in England.In 2023/24 however,a first-year teacher would have been in the 29th percentile,despite the introduction of 30,000 starting salaries that year.A consistent pattern of deteriorating competitiveness is apparent across different parts of the pay scale.Teachers at the top of the main pay scale would have been in the 66th percentile of income in 2010/11 and the 58th in 2023/24.Similarly,teachers at the top of the upper pay scale would have been in the 76th percentile of income in 2010/11 and the 68th in 2023/24.The most recent ASHE data available is for 2023/24,so it does not yet reflect the impact of last years 5.5 per cent pay increase.Since this rise seems to have reduced but not eliminated the gap in pay growth compared to average earnings,teachers position in the income distribution for 2024/25 is very likely to still be below 2010/11 levels but may be higher than in the previous year.Note:Experienced teachers refers to teachers at the top of the upper pay scale.Source:School Teachers Pay and Conditions Document;NFER analysis of ASHE data(2010 2024)3832312966636158767370680204060801002010/112015/162020/212023/24Position in the full-time income distribution in England(percentile;2010/11-2023/24)Starting salariesTop of main pay scaleExperienced teachersPage 24The DfEs proposed 2.8 per cent pay award for 2025/26 risks making no further progress at improving pay competitiveness.In its 2025 Evidence to the School Teachers Review Body(STRB),the DfE set out its proposal and rationale for the 2025/26 teacher pay award.The DfE recommends a 2.8 per cent rise next year,which it suggests would maintain the competitiveness of teachers pay,despite the challenging financial backdrop the Government is facing(DfE,2024a).A 2.8 per cent pay rise this year nearly matches the latest OBR forecast of three per cent average nominal earnings growth in the wider labour market,meaning the DfEs proposed pay rise would indeed maintain the existing level of competitiveness of teacher pay.However,this would make no further progress at improving the competitiveness of teacher pay this year.Given the pressure on public finances,the Government has also announced that this years pay rise may not be fully covered by additional funding from the Treasury,and most schools will need to supplement the new funding they receive in fiscal year 2025-26 with efficiencies(DfE,2024a).Many schools are currently facing budget shortfalls(Julius and Schwendel,2024),so asking schools to fund pay rises partly from existing budgets would likely represent significant additional financial pressure,increasing existing deficits and pushing more schools into a deficit.It is hard to see how this years pay proposal meets the scale of the ambition of recruiting 6,500 new teachers.NFER research published last year found that the Government could meet a target of 6,500 more secondary teachers(using a working definition that will certainly differ from DfEs actual target,although we believe is largely in the spirit of the intended targets framing)through pay increases alone,but this would involve ten per cent pay rises over two years,with a total estimated cost to the Government of 4.9 billion(Worth and Tang,2024).This is,of course,not the only option:lower pay rises could achieve the same outcome at a lower cost if accompanied by increasingly generous and targeted financial incentives(such as bursaries and early career retention payments(ECRPs)and/or other actions,such as reducing teacher workload.Further details may emerge on the Governments long-term thinking and plans on teacher pay after this years Spending Review.Over the longer-term,the OBR forecasts that average earnings will grow by 6.1 per cent between 2026/27 and 2028/29.Teacher pay growth will therefore need to exceed this in order to improve in competitiveness by the end of the parliament.The DfEs pay proposal for this year,on its own,therefore,would represent a missed opportunity to make further progress in narrowing this gap.27.3%4.5%3.0%6.1&.5%5.5%2.8.1%5.5%2.8%0 0%Growth from 2018/19 to 2023/24Growth from 2023/24 to 2024/25Growth from 2024/25 to 2025/26Growth from 2026/27 to 2028/29Nominal earnings growth for teachers vs.average UK earningsAverage earningsTeacher starting salariesExperienced teachersNote:Experienced teachers refers to teachers at the top of the upper pay scale.Based on OBR earnings growth projections from October 2024.Source:School Teachers Pay and Conditions Document;Office for Budget ResponsibilityPage 25Teachers working hours fell slightly in 2023/24 but remained higher than working hours for similar graduates working in other jobs.Unmanageable workload is a key driver of attrition.According to the Working Lives of Teachers and Leaders(WLTL)survey,90 per cent of teachers considering leaving teaching in 2023/24 cited high workload as a factor.Reducing workload has long been a key policy priority for the Government,contributing to reductions in teachers working hours,particularly during the late 2010s.Data from the Labour Force Survey(LFS)shows that,during term time,the average full-time teacher works longer hours than similar graduates in other jobs(i.e.graduates with similar demographic characteristics as teachers but who work outside teaching see methodological appendix for a full definition).In 2023/24,the average full-time teacher worked 46 hours per full working week,about five hours per week more than for similar graduates.While teachers working hours fell in 2023/24,narrowing this gap slightly,the difference was not statistically significant.This means the gap in working hours has remained broadly consistent with other post-pandemic years.The reliability of the LFS data has come under scrutiny in recent years,due to declining response rates,which have impacted data quality and the reliability of subsequent analysis(Corlett and Slaughter,2024).However,the trend in average hours worked by teachers based on the LFS data follows a similar pattern to the WLTL,including a small decline between 2022/23 and 2023/24 to 51.2 hours per week.This is higher than our LFS estimate,but there has been a long-standing difference between LFS estimates and those for both the WLTL and its predecessor the Teacher Workload Survey(TWS).The Governments ambitions for policy reforms across the sector could undermine some of the slight improvements to teacher workload seen over the last decade.Proposed reforms to the Ofsted Framework or the Curriculum and Assessment Review for example could lead to increases in teachers working hours while changes are implemented.While these reforms may offer wider benefits to the education system as a whole,the Government should carefully assess their potential impacts on workload to ensure that further reductions continue to remain a policy priority.47.049.346.546.746.042.842.641.540.9 40.8304050602010/112015/162020/212023/24Hours worked(LFS)TeachersSimilar graduates55.352.951.952.451.2304050602010/112015/162018/192021/222023/24Hours worked(TWS&WLTL)TWSWLTLNote:Representative of full-time teachers and similar graduates who worked a full week during the survey reference week.Source(top):NFER analysis of LFS data(2010/11 2023/24)Source(bottom):TWS(2016,2019);WLTL(waves 1-3)Page 26Teachers perceptions of their workload have improved slightly over time,but teachers are still more likely to view their workload negatively than similar graduates.Alongside a slight reduction in working hours last year,teachers perceptions of their workload also improved slightly.The WLTL data shows that the proportion of teachers who said they have an acceptable workload and those who report they have sufficient control over their workload increased by five and four percentage points,respectively,between 2022/23 and 2023/24(DfE,2024i;IFF Research,2024).Despite these improvements,however,teachers perceptions of their workload remain much more negative than those of teachers who left the profession for other jobs,where around three-quarters of ex-teachers report having an acceptable workload and sufficient control over their workload in their new job.LFS data also shows an improvement in teachers perceptions of their workload over time.In 2023/24,55 per cent of full-time teachers reported that they would prefer to work fewer hours,seven percentage points lower than in 2015/16.Similarly,17 per cent reported that they would prefer fewer hours even for less pay(a proxy for preferring to work part-time),which was a fall of six percentage points over the period.Working in the evenings has also become much less common among teachers.In 2023/24,a quarter of full-time teachers reported that they usually work evenings 19 percentage points lower than in 2015/16.Despite these improvements however,gaps remain between teachers and similar graduates.In 2023/24,the proportion of full-time teachers who would prefer to work fewer hours and would prefer fewer hours even for less pay were still 15 and six percentage points higher than for similar graduates.The significant fall in the reported prevalence of evening working to 2023/24,however,meant that there was no statistically significant difference between teachers and similar graduates that year.Taken together,this suggests that reductions in teachers workload over the last decade have led to some small improvements in teachers perceptions of their workload.However,significant gaps remain between teachers and the wider graduate labour force.Large improvements in reported workload when teachers leave the profession indicate that high workload may continue to drive teachers to leave the profession for other jobs unless there is action to reduce it.Note:LFS analysis representative of full-time teachers and similar graduates who worked a full week during the survey reference week.Source(top):WLTL(waves 2-3)Source(bottom):NFER analysis of LFS data(2015/16 2023/24)1704yu%0 0%they have anacceptable workloadthey have sufcientcontrol over theirworkloadProportion of teachers who agree that:Active teachers-2022/23Active teachers-2023/24Ex-teachers-2023/2462#DU%0 %would prefer towork fewerhourswould prefer towork fewerhours even forless payusually workeveningProportion who:Teachers-2015/16Teachers-2023/24Similargraduates-2023/24Page 27In 2023/24,administrative activities continued to be a key contributor to teacher workload,although slightly less than in previous years.The WLTL data highlights some of the main contributors to teacher workload and how perceptions of them have changed over time.Three waves of WLTL data are now available(for 2021/22 2023/24),and they show that,broadly,the main contributors to workload have tended to be relatively consistent across years.In 2023/24,74 per cent of teachers said that they spent too much time on general administration which,like previous years,was still the most-cited contributor to workload.The WLTL report notes that general administration covers non-teaching tasks such as communication,paperwork,work emails and other clerical duties that teachers undertake as part of their job(IFF Research,2024).Lesson planning and marking appear to have been slightly smaller contributors to workload in 2023/24 than the previous year.The proportion of teachers reporting that they spent too much time on individual lesson planning and marking pupils work decreased by five and three percentage points compared to the previous year.Nonetheless,despite this decline,more than 40 per cent of teachers still felt they spent too much time on each of these tasks.One way to help further reduce teachers workload could be with generative artificial intelligence(AI)tools,such as ChatGPT.A 2024 randomised controlled trial conducted by NFER shows that science teachers who used ChatGPT in their Year 7 and 8 lesson planning cut their preparation time by more than 30 per cent,on average,compared to teachers who did not.The study also found no evidence that ChatGPT use led to a reduction in the quality of materials and that teachers who used ChatGPT did not feel doing so had reduced their sense of autonomy or creativity(Roy et al.,2024).The findings show promise that generative AI could help significantly reduce the amount of time teachers spend on lesson and resource planning without compromising quality or teachers sense of agency.Schools should explore how to integrate such tools effectively for their teaching staff.Existing guidance on using AI tools in the classroom,such as that used in the NFER trial,can help school leaders to most effectively roll out these tools.Government may also wish to consider its role in further supporting schools with its own high-quality tools and resources.Source:WLTL(waves 1-3)75SHFuVIFtSDC%0%Pu0%General administrationData recording,input and analysisIndividual lesson planningMarking pupils workProportion of teachers who feel they spend too much time on2021/222022/232023/24Page 28Deteriorating pupil behaviour appears to have become a bigger component of teacher workload since the pandemic.Disruptive pupil behaviour is a key factor associated with teacher retention(Burge,Lu and Phillips,2021)and a fast-growing contributor to teacher workload over the last three years.The WLTL survey shows that the proportion of teachers who reported they spent too much time on behaviour incident follow-up increased to 60 per cent in 2023/24.This was three percentage points higher than in 2022/23 and ten percentage points higher than 2021/22.Pupil behaviour also appears to be impacting more teachers decisions to leave.In 2023/24,52 per cent of teachers who said they were considering leaving teaching cited pupil behaviour as one of the reasons why,11 percentage points higher than in 2022/23.This aligns with teachers worsening views of pupil behaviour at their school.In 2023/24,45 per cent of teachers said that behaviour at their school was either good or very good,a 13 percentage point fall since 2021/22.School leaders,who typically have more favourable views of pupil behaviour than teachers,have also become more negative about pupil behaviour.The proportion of leaders viewing pupil behaviour in their school as good or very good has fallen by nine percentage points between 2021/22 and 2023/24.The drivers of deteriorating pupil behaviour are complex and multi-faceted and include the role of pupil mental health and support for special educational needs and disabilities(SEND).Research shows that the number of children and young people with an education,health and care plan(EHCP)has increased by 71 per cent between 2018 and 2024(Sibieta and Snape,2024).Increased funding for SEND support,however,has not kept up with this growth.NFERs 2023 review of teacher workload highlighted that behaviour management and pastoral care was the top priority for workload reduction cited by teachers and that more support from outside agencies for specific pupil needs such as SEND support,mental health and safeguarding was seen as a key enabler of workload reduction(Martin et al.,2023).Strengthening the availability of specialist support for schools to address pupils complex needs could enable teachers to focus on the core job of teaching,reducing their workload and improving their retention.50W%0%Pu0 21/222022/232023/24Proportion of teachers who feel they spend too much time responding to pupil behaviour incidents58IExv%0%Pu0 21/222022/232023/24Proportion who say pupil behaviour in their school is good or very goodTeachersLeadersSource:WLTL(waves 1-3)Page 29Flexible working in teaching is becoming more prevalent,but perceptions about its availability and compatibility with teaching remain stubbornly negative.WLTL survey data shows that the proportion of teachers working with a flexible arrangement in place,including part-time,PPA time off-site and ad-hoc days to start late or finish early,has increased between 2022/23 and 2023/24 from 40 to 46 per cent.This is a positive step given the evidence suggesting that flexible working approaches can contribute positively to recruitment,retention,wellbeing and job satisfaction(Harland,Bradley and Worth,2023).The Government is encouraging more schools to allow teachers to use their planning,preparation and assessment(PPA)time flexibly at home.However,WLTL data also shows that teachers and leaders perceptions about how available flexible working is and how compatible it is with career progression remain negative.In 2023/24,only a fifth of teachers and leaders agreed that they would feel confident requesting flexible working arrangements and a fifth agree that choosing to work flexibly would not affect their opportunities for career progression.Only a third of teachers and leaders agree that flexible working is compatible with a career in teaching.None of these proportions has improved since 2022/23.However,the growth in flexible working arrangements in the wider labour market has been much greater.Data from the LFS indicates that the proportion of similar graduates working mainly from home remains high in 2023/24 at 44 per cent,down slightly from the previous year due to some retrenchment in employer approaches.Teachers understandably remain very unlikely to work from home and this is highly unlikely to change due to the nature of the job.Nonetheless,the greater availability of hybrid working in the graduate labour market represents an on-going competitive threat to teaching.WLTL survey data shows that teachers who leave teaching for another job are more likely than the average teacher to be working flexibly(62 per cent compared to 46 per cent in 2023/24).This suggests that a desire for flexibility that is unmet in teaching may be a factor in some teachers decisions to leave.Further improving the availability of flexible working in teaching for those who need it is therefore likely to contribute to improved retention.Making teaching generally more attractive as a profession in other ways may also insulate teaching from the inherent challenges of making it more flexible.13FD%0 10/112015/162020/212023/24Proportion of teachers and similar graduates that primarily work from homeTeachersSimilar graduatesSource:NFER analysis of LFS data(2010/11 2023/24)Page 30Conclusions and recommendationsRecommendation 1:The STRB should recommend that the 2025/26 teacher pay award exceeds three per cent and/or strongly signal that it intends to make future recommendations exceeding forecast rates of average earnings growth.The Government should also ensure that the Spending Review delivers rises in the Schools Budget necessary to increase teacher pay by at least 6.1 per cent from 2026/27 to 2028/29.The Governments focus on recruiting 6,500 additional teachers is a welcome acknowledgement of the threat to educational quality posed by the worsening teacher supply challenge in England.However,delivering on this ambition by the end of the current parliament will require significant,focussed policy action.Policy measures also take time to lead to impact in schools,so the time for action is now.This years Spending Review is,therefore,a crucial opportunity for the Government to provide the resources necessary to deliver its plan for 6,500 more teachers by the end of the parliament.The scale of the teacher supply challenge is clear.Recruitment into secondary ITT has remained substantially below target since the pandemic,with forecasts showing likely significant under-recruitment for secondary subjects and primary continuing into 2025/26.While there were some slight improvements to recruitment last year,they were largely limited to a few chronic shortage subjects,driven mostly by higher bursaries rather than a widespread rise in interest in teaching.At the same time,teacher leaving rates have not improved since before the pandemic and have become more concentrated among working-age teachers.The leaving rate for ECTs also continues to be higher than the average leaving rate for all teachers,despite the national roll-out of the ECF which recent NFER evidence suggests is unlikely to have improved ECT retention.Sluggish recruitment and persistently high leaving rates have led to real impacts on schools and pupils.Insufficient numbers of teachers have led teacher vacancy rates in schools to double since before the pandemic,while secondary schools have increased class sizes by 10 per cent since 2015/16.Schools have also become more reliant on unqualified teachers to fill gaps in their workforce,while non-specialist teachers teaching secondary subjects like maths and physics have become more common.Teacher shortages tend to be more acute in schools with more deprived intakes,meaning improving teacher supply can play a role in the Governments social mobility objectives.Improving teacher recruitment and retention involves improving the attractiveness of the profession,and pay is a key policy lever for Government.Last years 5.5 per cent pay rise,coupled with the previous Governments introduction of 30,000 starting salaries,have returned starting salaries to 2010/11 levels in real terms.However,teacher pay growth at all scale points has lagged behind pay growth in the wider labour force,leading to a loss of competitiveness against the wider UK labour force,particularly for more experienced teachers.The DfEs proposed 2.8 per cent rise for 2025/26 is similar to OBR forecasts for earnings growth in fiscal year 2025/26.This would lead teacher pay to grow in line with average earnings next year,which would avoid further loss in competitiveness next year,but also be a missed opportunity to make further gains on teacher pay.The DfE have also indicated next years pay award may not be fully funded by the Government,which will add significant additional financial pressure,increasing existing deficits and pushing more schools into a deficit.Over the longer term,the OBR indicates that average earnings are forecast to rise by 6.1 per cent from 2026/27 to 2028/29.Total teacher pay growth will therefore need to exceed 6.1 per cent in order to improve competitiveness by the end of the parliament.Page 31NFER research suggests that,while it would be possible to meet the 6,500-teacher recruitment target with pay increases alone,the cost to do so may be unlikely to offer the best value for money.Research shows that financial incentives targeted at subjects and areas facing the greatest challenges,such as bursaries and ECRPs,are cost-effective policy tools for improving teacher recruitment and retention alongside pay rises,since they can be targeted where action is most needed.Policymakers should also continue to focus on improving the attractiveness of non-pay factors such as workload,which is a key influence for teachers decisions to leave the profession.The LFS shows that teachers working hours and perceptions of their workload has improved slightly since the mid-2010s,but teachers on average still have longer working hours and more negative perceptions of their workload compared to similar graduates working in other jobs.The Governments ambitions for other education policy reforms,such as changes to the inspection framework,SEND system and national curriculum and assessment arrangements,involve risks of increasing workload and worsening retention,especially when changes are first implemented.Rolling out policy reforms without losing sight of further reductions in teacher workload will therefore be important for policymakers to consider.The WLTL shows that administration and lesson planning are key contributors to teacher workload.Evidence from a recent NFER study suggests that generative AI tools like ChatGPT can help save teachers time by helping with lesson planning,with no evidence of negative impacts on the quality of materials or teachers sense of autonomy or creativity.Page 31Recommendation 2:The Government should supplement pay rises with increases in spending on financial incentives targeting shortage subjects.Recommendation 3:The Government should develop a teacher workload reduction strategy to improve retention that is fully integrated with the wider policy reform agenda.Recommendation 4:Schools should consider whether and how generative AI tools such as ChatGPT could help improve their teachers planning workload.Page 32However,one of the fastest-growing contributors to teacher workload since the pandemic is deteriorating pupil behaviour.Teachers and leaders perceptions of pupil behaviour in their school have worsened considerably since 2021/22 and the proportion of teachers who say they spend too much time responding to pupil behaviour incidents has increased substantially.The drivers of worsening pupil behaviour are complex and multi-faceted,although are likely to be linked to pupil mental health and the wider challenges facing the system for supporting pupils with SEND.NFERs 2023 review of teacher workload found that more support from outside agencies for specific pupil needs such as SEND support,mental health and safeguarding was seen by teachers as a key enabler of workload reduction.Hybrid and flexible working have continued to remain a common feature of the graduate labour market outside teaching since the pandemic.It is not realistic that teachers will work remotely to the same extent that graduates working in other jobs might be able to.However,flexibilities such as part-time working for those who want it,allowing teachers to use PPA time flexibly at home,or having access to ad-hoc days off,are available to some teachers.WLTL data suggests that a lack of access to these types of flexible working arrangements may be pushing some teachers out of the profession.Recommendation 6:School leaders should consider adopting a wider range of flexible working practices in their schools to improve teacher retention.Recommendation 5:The Government should develop a new approach for supporting schools to improve pupil behaviour,reinforced by improved external school support services and backed with additional funding in the Spending Review.Page 33References and data sourcesReferences and data sourcesBurge,P.,Lu,H.and Phillips,W.D.(2021)Understanding teaching retention:using a discrete choice experiment to measure teacher retention in England.Available at:https:/www.rand.org/pubs/research_reports/RRA181-1.html(Accessed:4 March 2025).Corlett,A.and Slaughter,H.(2024)Measuring up?exploring data discrepancies in the Labour Force Survey,13 August.Available at:https:/www.resolutionfoundation.org/publications/measuring-up/(Accessed:4 March 2025).DfE(2024a)Evidence to the STRB:2025 pay award for teachers and leaders.Available at:https:/www.gov.uk/government/publications/evidence-to-the-strb-2025-pay-award-for-teachers-and-leaders(Accessed:13 February 2025).DfE(2024b)Funding:initial teacher training(ITT),academic year 2025 to 2026,GOV.UK.Available at:https:/www.gov.uk/government/publications/funding-initial-teacher-training-itt/funding-initial-teacher-training-itt-academic-year-2025-to-2026(Accessed:13 February 2025).DfE(2024c)Further education workforce.Academic year 2022/23,GOV.UK.Available at:https:/explore-education-statistics.service.gov.uk/find-statistics/further-education-workforce(Accessed:19 February 2025).DfE(2024d)Initial teacher training census,academic year 2024/25.Available at:https:/explore-education-statistics.service.gov.uk/find-statistics/initial-teacher-training-census(Accessed:19 February 2025).DfE(2024e)Postgraduate initial teacher training targets.Academic year 2024/25,GOV.UK.Available at:https:/explore-education-statistics.service.gov.uk/find-statistics/postgraduate-initial-teacher-training-targets(Accessed:4 March 2025).DfE(2024f)School teachers pay and conditions.Available at:https:/www.gov.uk/government/publications/school-teachers-pay-and-conditions(Accessed:19 February 2025).DfE(2024g)Schools,pupils and their characteristics.Academic year 2023/24,GOV.UK.Available at:https:/explore-education-statistics.service.gov.uk/find-statistics/school-pupils-and-their-characteristics#dataBlock-addf69af-2d8f-4dd7-8a52-6bbf46efd40a-tables(Accessed:19 February 2025).DfE(2024h)Statistics:school workforce,GOV.UK.Available at:https:/www.gov.uk/government/collections/statistics-school-workforce(Accessed:13 February 2025).DfE(2024i)Working lives of teachers and leaders:wave 2 summary report.Available at:https:/www.gov.uk/government/publications/working-lives-of-teachers-and-leaders-wave-2/working-lives-of-teachers-and-leaders-wave-2-summary-report(Accessed:4 March 2025).DfE(2025)“Pupil characteristics-number of pupils by age and sex”from“Schools,pupils and their characteristics”.Available at:https:/explore-education-statistics.service.gov.uk/data-tables/permalink/bfe109f3-430e-4f85-cb3a-08dd51a78257(Accessed:3 March 2025).Dolton,P.and van der Klaauw,W.(1999)The turnover of teachers:A competing risks explanation,The Review of Economics and Statistics,81(3),pp.543550.Available at:https:/doi.org/10.1162/003465399558292.Flemons,L.,McLean,D.,Straw,S.and Keightley,G.(2024)Building a stronger FE college workforce:how improving pay and working conditions can help support FE college teacher supply.Slough:NFER.Available at:https:/www.nfer.ac.uk/publications/building-a-stronger-fe-college-workforce-how-improving-pay-and-working-conditions-can-help-support-fe-college-teacher-supply/(Accessed:13 February 2025).GOV.UK(2025)Initial teacher training application statistics for courses starting in the 2025 to 2026 academic year,GOV.UK.Available at:https:/www.apply-for-teacher-training.service.gov.uk/publications/monthly-statistics(Accessed:18 February 2025).Page 34Hansard and UK Parliament(2025)Recruitment of Teachers-Hansard-UK Parliament.Available at:https:/hansard.parliament.uk/lords/2025-02-06/debates/A11BA041-07B9-4297-883C-2BD3EF38C68F/RecruitmentOfTeachers(Accessed:13 February 2025).Harland,J.,Bradley,E.and Worth,J.(2023)Understanding the factors that support the recruitment and retention of teachers.Review of flexible working approaches.Available at:https:/ March 2024).Home Office(2024)Immigration system statistics data tables,GOV.UK.Available at:https:/www.gov.uk/government/statistical-data-sets/immigration-system-statistics-data-tables(Accessed:18 February 2025).IFF Research(2024)Working lives of teachers and leaders:wave 3.Available at:https:/www.gov.uk/government/publications/working-lives-of-teachers-and-leaders-wave-3(Accessed:13 February 2025).Julius,J.and Schwendel,G.(2024)What does the latest data tell us about the current financial situation in Englands local authority maintained schools?,NFER Blogs,19 February.Available at:https:/www.nfer.ac.uk/blogs/what-does-the-latest-data-tell-us-about-the-current-financial-situation-in-england-s-local-authority-maintained-schools/(Accessed:4 March 2025).Low Pay Commission(2023)The national minimum wage in 2023.Available at:https:/assets.publishing.service.gov.uk/media/64259f9460a35e00120cb25d/The_National_Minimum_Wage_in_2023.pdf(Accessed:4 March 2025).Martin,K.,Classick,R.,Sharp,C.and Faulkner-Ellis,H.(2023)Supporting the recruitment and retention of teachers in schools with high proportions of disadvantaged pupils:understanding current practice around managing teacher workload.NFER.Available at:https:/ March 2025).McLean,D.,Tang,S.and Worth,J.(2023)The impact of training bursaries on teacher recruitment and retention:an evaluation of impact and value for money.Available at:https:/www.nfer.ac.uk/media/bycg5uzk/the_impact_of_training_bursaries_on_teacher_recruitment_and_retention.pdf(Accessed:4 March 2025).NFER(2025)Teacher recruitment and retention in England data dashboard,NFER.Available at:https:/www.nfer.ac.uk/key-topics-expertise/school-workforce/teacher-recruitment-and-retention-in-england-data-dashboard/(Accessed:4 March 2025).Office for Budget Responsibility(2024)Economic and fiscal outlook October 2024.CP 1169.Available at:https:/obr.uk/efo/economic-and-fiscal-outlook-october-2024/(Accessed:18 February 2025).Office for National Statistics(2024a)Annual survey of hours and earnings(ASHE).Available 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Confederation of School Trusts.Available at:https:/www.gov.uk/government/speeches/bridget-phillipsons-speech-to-the-confederation-of-school-trusts(Accessed:13 February 2025).Roy,P.,Staunton,R.,Poet,H.,Aston,K.and Thomas,D.(2024)ChatGPT in lesson preparation:a Teacher Choices trial.Available at:https:/ December 2024).School Teachers Review Body,Office for the Pay Review Body,and DfE(2024)School Teachers Review Body 34th report:2024,GOV.UK.Available at:https:/www.gov.uk/government/publications/school-teachers-review-body-34th-report-2024(Accessed:13 February 2025).Scott,M.(2025)Exploring the special schools workforce:whats the current picture?,NFER,25 February.Available at:https:/www.nfer.ac.uk/blogs/exploring-the-special-schools-workforce-what-s-the-current-picture/(Accessed:4 March 2025).Sibieta,L.and Snape,D.(2024)Spending on special educational needs in England:something has to change.London:IFS.Available at:https:/ifs.org.uk/publications/spending-special-educational-needs-england-something-has-change(Accessed:13 February 2025).Teaching Regulation Agency(2024)Teaching Regulation Agency annual report and accounts 2023 to 2024.Available at:https:/www.gov.uk/government/publications/teaching-regulation-agency-annual-report-and-accounts-2023-to-2024(Accessed:18 February 2025).The Labour Party(2024)Labours first steps for change,The Labour Party.Available at:https:/labour.org.uk/change/first-steps-for-change/(Accessed:14 February 2025).Walker,M.,Worth,J.,Liht,J.,Classick,R.,Tang,S.,Rutt,S.and Straw,S.(2024)Evaluation of the early roll-out of the Early Career Framework:evaluation report.Available at:https:/ November 2024).Walker,M.,Worth,J.and Van den Brande,J.(2019)Teacher workload survey 2019:research report.Available at:https:/assets.publishing.service.gov.uk/government/uploads/system/uploads/attachment_data/file/855933/teacher_workload_survey_2019_main_report_amended.pdf(Accessed:16 August 2023).Worth,J.(2024)What recent trends in graduate numbers could mean for the future of teacher supply,NFER,28 November.Available at:https:/www.nfer.ac.uk/blogs/what-recent-trends-in-graduate-numbers-could-mean-for-the-future-of-teacher-supply/(Accessed:4 March 2025).Worth,J.and Faulkner-Ellis,H.(2022)Teacher supply and shortages:the implications of teacher supply challenges for schools and pupils.Available at:https:/www.nfer.ac.uk/publications/teacher-supply-and-shortages-the-implications-of-teacher-supply-challenges-for-schools-and-pupils/(Accessed:4 March 2025).Worth,J.and McLean,D.(2022)What teachers do next after leaving and the implications for pay-setting.Available at:https:/assets.publishing.service.gov.uk/government/uploads/system/uploads/attachment_data/file/1045252/What_teachers_do_next_after_leaving_and_the_implications_for_pay_setting.pdf(Accessed:4 March 2025).Worth,J.and Tang,S.(2024)How to recruit 6,500 teachers?Modelling the potential routes to delivering Labours teacher supply pledge.Slough.Available at:https:/www.nfer.ac.uk/publications/how-to-recruit-6-500-teachers-modelling-the-potential-routes-to-delivering-labour-s-teacher-supply-pledge/(Accessed:13 February 2025).This work contains statistical data from ONS which is Crown Copyright.The use of the ONS statistical data in this work does not imply the endorsement of the ONS in relation to the interpretation or analysis of the statistical data.This work uses research datasets which may not exactly reproduce National Statistics aggregates.Evidence for excellence in education National Foundation for Educational Research 2025All rights reserved.No part of this document may be reproduced or transmitted in any form or by any means,electronic,mechanical,photocopying,or otherwise,without prior written permission of NFER.How to cite this publication:McLean,D.and Worth,J.(2025).Teacher Labour Market in England:Annual Report 2025.Slough:NFER.NFER ref.NUTR ISBN 978-1-916567-25-2 Published in March 2025 by National Foundation for Educational Research The Mere,Upton Park,Slough,Berks SL1 2DQT:01753 574123 F:01753 691632 E:enquiriesnfer.ac.ukwww.nfer.ac.uk TheNFER Registered Charity No.313392P
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1 March 2025 2 SKEMA Publika is an independent international think tank aiming to anticipate the societal and geopolitical transformations of tomorrow.It fuels public debate and issues recommendations for national and international policymakers.Affiliated with SKEMA Business School,the think tank tackles public policy issues.It looks at them from the angle of early signs and formulates suggestions for the way forward.It takes a multidisciplinary and hybrid approach to information processing,relying on a combination of human and digital intelligence.Find our work at:https:/publika.skema.edu/3 Table of contents.3 Introduction.4 Context.6 Methodology.8 Ranking.10 Case studies.12 Conclusions and recommendations.15 Authors.18 4 This study examines the relationship between sport and soft power,the outcome of which is a global ranking of the worlds most powerful countries in this regard.The ranking,which is based upon the involvement of sixty experts globally,consists of twenty-five countries that have been assessed as being successful in accentuating their attractiveness through sport.Undertaken over a period of twelve months,ten criteria were used as the basis for this ranking exercise.According to our research,the top twenty-five is:This project is motivated by our perception that,in todays globalized world,sport and soft power are linked.Indeed,sport is a subject of great expectations on the part of the States,and it has become a key economic sector as well as a political and geopolitical tool.According to the OECD,in 2024 the sports market represented around 2%of global GDP,and it is set to grow in the coming years.Furthermore,countries are massively investing in sports.For the past couple of years,the Gulf states have been increasingly investing in international clubs and hosting international sports events.In Europe,France just hosted the 2024 Summer Olympic Games in Paris.5 On the other side of the Atlantic,the 2026 FIFA World Cup will,for the first time in its history,take place in three locations-United States,Mexico,and Canada.Countries from Australia and Thailand to Rwanda and Brazil are all now playing a game of sport and soft power,albeit in different ways and with varying degrees of success(which our ranking captures).Given the significant interest of states in this field of sports,we found it relevant to create a sport and soft power ranking.As an independent international think tank that anticipates tomorrows societal and geopolitical transformations,sport is one of SKEMA Publikas areas of expertise,and the ambition is to contribute to the debate by creating this ranking and thus influence policymakers and private decision-makers.The underpinning question that has guided our research is:Which countries are the worlds best at projecting soft power through sport?6 The concept of soft power was theorized by the American political scientist Joseph Nye in the 1980s.He defines soft power as:“The ability to obtain preferred outcomes by attraction rather than coercion or payment1”.At the state level it is the ability of a country to get what it wants through cultural and political attraction.He noticed that,in the second half of the 20th century,power was changing in world politics.Traditionally,it was understood as controlling others and getting them to do what they otherwise would not,in general,through means of war.This is called hard power.However,in todays globalized world,power has become multifaceted,involving less emphasis on military force and more on technology,education,culture,and economic growth.According to Nye,power relies on the ability of an actor to change the behavior of states.Thus,as power evolves,so do the strategies to exercise it.This evolution suggests a more attractive and subtle way to exercise influence since the powerful countries are less able to use their traditional power resources to achieve their purposes than in the past and this leads us to the concept of soft power2.Soft power is important to measure,as it is just as important to measure hard power.Measuring the capacity of a state to exercise soft power allows us to understand its ability to influence and to make its power seem legitimate in the eyes of other actors.Its clear that if a countrys culture and ideology seem attractive,others will be more inclined to follow its norms,regulations,and influence.As Claude Revel highlights in the SKEMA Publika report,Influence and Counter-Influence in 2023:Forms,Actors,Excesses,and Strategies,the globalization of the 1980s and 1990s exacerbated competition,and in a highly competitive environment,influence is key since it is a weapon to take political and economic power as well as to influence social norms3.As explained by Simon Chadwick“the deployment of sport for policy and strategy purposes extends to nation building,nation branding,soft power,and even diplomacy4”.Soft power is measured by understanding the capacity of a country to achieve its objectives through the attraction that it exercises on others.Consequently,measuring soft power is not an easy task since it is,by definition,multidimensional and implicit.Many studies,indexes,and rankings,exist in order to measure soft power.This ranking breaks new ground as we are making a qualitative study to understand which countries are most effective in exercising their soft power through sport.Sport appears to provide an effective way of exerting soft power for all types of nations,large and small5.Indeed,for the states,sport is today a marker of status and power of its ability to exist on the international scene.Getting involved in the sport sector by winning competitions,hosting international 1 Nye,J.(2017).Soft power:the origins and political progress of a concept.Palgrave Communications,3(1).https:/doi.org/10.1057/palcomms.2017.8 2 Nye,J.S.(1990).Soft power.Foreign policy,(80),153-171.3 Revel,C.(2023).Influence and Counter-Influence in 2023:Forms,Actors,Excesses and Strategies.SKEMA Publika.4 Chadwick.S.(2023).Qatar,Saudi arabia:sport is also a means to accumulate power and build control.SKEMA Publika.5 Chadwick,S.(2015).Resource Wealth,Country Strategy,Soft Power,and Sport:Insights into Qatar for Businesses.Review Papers,98.Chadwick,S.Widdop,P.Goldman,M.(2023)The Geopolitical Economy of Sport:Power,Politics,Money,and the State.Routledge&CRC Press.Chadwick,S.,Widdop,P.,&Burton,N.(2020).Soft Power Sports Sponsorship A Social Network Analysis of a New Sponsorship Form.Journal of Political Marketing,21(2),196217.https:/doi.org/10.1080/15377857.2020.1723781 7 events,or acquiring foreign clubs allows a state to attain an aura it probably normally could not6.The globalization process has also included the field of sports,and it is today interconnected to other issues such as politics and economics7.Claude Revel emphasizes that influence is a component of soft power and influence can be exercised through seduction and argumentation.Seduction aims for the affective,for emotion,whereas argumentation aims to reason.The difference is that seduction will act more implicitly than argumentation8.Thus,states use sport as a tool to seduce and influence to achieve goals that extend way beyond it.According to Simon Chadwick,Paul Widdop and Michael M.Goldman,a sport that is used as a tool to exercise soft power is soccer.Indeed,through investments and international events soccer has become an instrument for industrial development,leading it to play an increasingly significant role in global politics and international relations9.6 Bourg,J.-F.et Gouguet,J.-J.(2023).Soft power:political instrumentalisation of sport?.Dans Socio-economics of sport A critical analysis.Universit de Limoges.https:/doi.org/10.25965/ebooks.506 7 Chadwick,S.,Widdop,P.,&Goldman,M.(2021).The geopolitical economy of sport.In Policy Forum(Vol.13).8 Revel,C.(2023).Influence and Counter-Influence in 2023:Forms,Actors,Excesses and Strategies.SKEMA Publika.9 Chadwick,S.Widdop,P.Goldman,M.(2025)The Geopolitical Economy of Football:Where Power Meets Politics and Business.Routledge&CRC Press.Chadwick,S.Widdop,P.Goldman,M.(2025)Continental Perspectives on the Geopolitical Economy of Football.(2025).Routledge&CRC Press.Widdop,P.,&Chadwick,S.(2022).World Cup 2022:who won the prize for soft power?The Conversation.Widdop,P.,&Chadwick,S.(2021).Tokyo 2020 how Japans bid for soft power victory has been roundly defeated by the pandemic.The Conversation.8 As mentioned above,this study aims to create a ranking of countries based on their successful projection of soft power through sport.We think that this contribution provides a valuable insight into understanding and evaluating the different national strategies regarding sport and soft power.The methodology employed a three-stage approach.The first stage of our methodology pertained to the selection of countries and measurement criteria as well as interviews with international experts in the field of sports.A list of fifty-five countries was compiled by Publikas research team,based upon our assessment of their historical and contemporary influence on global sport.As an outcome of this initial phase of our methodology,a set of criteria for measuring sport and soft power was developed.Broadly,these criteria were:Sport industry size.Government policy.Soft power policies and strategies.Investment activity.Elite level performance.History of success in sport.Venues.Event staging.Broadcast markets.Governing body membership.Sponsors and commercial partners.Commercial success.Social media presence.The initial list of countries and criteria were validated by a series of interviews with subject-matter experts.They were asked to refine the country,and the criteria lists by identifying countries to be added or removed and suggesting modifications,additions,or removals to the measurement criteria.The second stage consisted of an expert consultation and ranking.To this end,a panel of international experts was assembled,encompassing representatives from international sports organizations,sports industry leaders,and academics.A structured online survey was developed using the Qualtrics platform.The survey presented a list of fifty-five countries and of ten criteria to the expert panel.The survey was administered electronically,and each expert was asked to rank a final list of twenty-five countries and provide comments on their choice.The third stage consisted of validation and reporting of the results.The final ranking of the top twenty-five countries was determined based on the aggregated expert assessments.9 This study acknowledges the inherent limitations of relying on expert opinion.While expert judgment provides valuable insights,it is subjective and may be influenced by personal biases and varying interpretations of the criteria.To mitigate potential biases,we followed a strict process.The expert panel was selected in consideration of diversity in terms of nationality,gender,geographical location,and professional background.Consequently,to avoid a western centered perspective on the topic we gathered responses from experts located all over the world.Furthermore,the data collected from the expert panel was treated with the utmost confidentiality.We believe that the innovative aspect of this study is the qualitative approach.Given the subjective nature of soft power and the difficulty of quantifying many of its dimensions,this approach allowed for a nuanced understanding of the complex interplay between sport and international relations.An overview of the geographic location of participants in the ranking exercise is presented below.448%6%GLOBAL DISTRIBUTION OF EXPERTSAsiaAmericasEuropeAfrica 10 Below you will find the first ranking pertaining to the top twenty-five countries that were ranked out of a list of fifty-five countries by our international experts.The responses from the survey were collected in the index by mapping each score by respondent and we decided to keep the lowest scores.The Top#25 11 In addition to ranking the countries,the experts had an option to leave comments to explain the logic behind their choice.The comments gathered suggested that while traditional sporting powers,such as the United States,the United Kingdom and France,maintain strong positions,theres increasing recognition of strategic approaches to sports diplomacy by emerging nations.By strategic approach,they are referring to how deliberately countries use sport for diplomatic purposes.The experts recognized Saudi Arabia and Morocco as emerging powers by their approach of using strategic planning and targeted investments to build influence.Furthermore,the experts responses indicate that successful sports soft power combines multiple elements:strong social media presence and digital engagement,financial resources,strategic and long-term planning,cultural authenticity,and global engagement capabilities.This is the reason why the United States is identified as the leading nation in sports soft power.It has an exceptional global social media presence of athletes and teams;the countrys performance across multiple sports is dominant;it has valuable broadcasting rights and domestic leagues;a coherent soft power strategy leveraging sports;a notable influence through sports diplomacy programs,with the US State Department actively sending athletes abroad and setting up sports camps;the country is hosting major sports events;it has a commercial sporting footprint;and the government is investing in sports diplomacy.We noticed regional influences in expert reasoning and different patterns of what constitutes a successful sport and soft power strategy.Experts from Western countries emphasized the importance of established leagues and infrastructure,while experts from the Gulf states highlighted the importance of strategic investments and event hosting.Furthermore,experts from Asia focused on the growing influence through strategic planning and infrastructure development as a successful sport and soft power strategy.Finally,African experts recognized the potential and emerging strategic approaches as key to a successful soft power strategy through sport.However,experts identified several complexities in ranking the countries.They highlighted the difficulty in weighing different factors against each other,comparing different types of influence such as traditional sports and esports,balancing historical reputation with current strategic efforts,and considering both commercial success and cultural impact.For example,regarding Saudi Arabia,the experts mentioned the complexity of evaluating the countrys position due to its concentrated strategic approach.Below you will find the second list(in alphabetical order)pertaining to the countries that did not make it into the top twenty-five,but were ranked in places twenty-six to fifty-five.Country Algeria Denmark Hungary Kenya Senegal Azerbaijan Egypt Indonesia Morocco Singapore Belgium Ethiopia Ireland Nigeria Sweden Chile Fiji Ivory Coast Paraguay Switzerland Colombia Finland Jamaica Poland Thailand Cuba Greece Kazakhstan Rwanda Tonga 12 An analysis of all fifty-five countries,identified by our expert panel as having some degree of soft power in sport,would have been a mammoth task.Hence for the purposes of brevity,we have selected the six countries below,which we feel provide important insights.Their positions in the final ranking differ,each are from different parts of the world,some are traditional sporting powers whilst others have significant aspirations in sport.BRAZIL If an example of soft powers enduring strength is needed,then it can be found in Brazil.The countrys national football teams are evocative of a particular approach to the game,which for many people is redolent of skill,success,and sunshine.Yet the mens national team havent won the World Cup since 2002 whilst the womens team has yet to triumph in the competition.Nevertheless,the countrys players continue to serve as ambassadors and influencers who shape the image and reputation in Brazil.Female player Marta has been especially important in changing perceptions of the country,whilst the likes of Vinicius Juniors role in the success of Spanish club Real Madrid has helped sustain popular perceptions of Brazil.In recent years,an investment boom has been taking place in Brazilian football which,amongst other things,has seen Neymar return from playing in Saudi Arabia,which is helping to boost the countrys economic and socio-cultural influence around the world.Yet the countrys influence spreads beyond football,its Olympic performances have been creditable,especially in athletics and gymnastics,whilst volleyball and basketball have also proved helpful in engaging global audiences.Under former president Jair Bolsonaro,sport and government had a somewhat questionable relationship.However,following the re-election of Luiz Incio Lula da Silva,Brazils government appears intent on making better use of the countrys sports assets.CHINA China has become a giant of world sport having cemented its position as the second strongest Olympic nation(finishing in second place in the medals table behind the United States at Paris 2024).The country has therefore become synonymous with success and achievement,which was validated by the countrys dominance of the medal table at Paris Paralympic Games.There were some athletes who notably emerged from these two mega events,who helped to establish a human face to Chinas growing dominance.Tennis player Zheng Qinwen is one such example;in 2024 she became the first Asian tennis player,male or female,ever to win a tennis singles Olympic gold.Among other things,she was the first athlete to appear on the cover of Vogue in China.At the UEFA European football championship in Germany,Chinese industry provided the biggest number of event sponsors which allowed brands such as Hisense to market both themselves and brand China.In esports,China continues to play a significant role in the industrys growth,while Bilibili Gaming were finalists in the League of Legends world championship final.In our ranking exercise,it was notable that positive perceptions of Chinas soft power projection through sport were stronger in the Global South.We believe this reflects the strength of Chinese diplomatic activity,for instance via its policy of sport stadium diplomacy in Africa.FRANCE France benefits from a strong historical heritage in sport:Pierre de Coubertin,the father of Olympism,was French,and the country introduced laws on sport very early on,for instance in 1936 pertaining to education.The current French Sport Code states that the promotion and development of physical and sporting activities are for the common good and that they are a core element of education,culture,integration,and social life.They are also perceived as a tool towards a healthier population.The State and sports associations and federations ensure the development of elite or high-performance sport,with the support of local authorities and companies concerned.This“French 13 model”is an important aspect of the countrys sport soft power policy,particularly in non-western countries,even if it is more and more challenged by imported practices based on business and entertainment.Other aspects are its strong domestic ecosystem,its famous athletes,the high number of medals that they win in international competitions,and the know-how of its national sport industry.France currently benefits from successfully hosting and organizing two major events:the Rugby World Cup in 2023 and the 2024 Olympics and Paralympics.Following these mega sport events,the French State announced a major movement to democratize sport,by promoting it in elementary schools,by building proximity stadiums,and by encouraging the emergence of a competitive and high-performance sports elite.MOROCCO Over recent decades,Morocco has sought to become a more prominent member of the global sport community,though with varying degrees of success.For instance,the mens national football team achieved a notable milestone at the 2022 FIFA World Cup,when it became the first ever African nation to reach the semi-final stage of the tournament.This not only raised the countrys global prominence it also helped to accentuate the values Moroccans embody players at the tournament typically celebrated victories with their family members on the pitch.Now,Morocco will co-host the 2030 edition of FIFAs mens World Cup and will also serve as host for the womens under-seventeen FIFA World Cup for five editions starting in 2025.At the end of 2025,the country will stage the African Cup of Nations,which will serve both to accentuate the countrys African credentials and to strengthen the countrys positioning as a gateway into and out of the continent.It is within this context that Morocco is now beginning to invest heavily into,for example,sports education programmes and digital technology in sport.Africa has long struggled to compete in soft power terms with rivals from the Global North,but increasingly the countrys government is committed to strengthening its sports assets and to projecting soft power through them.SAUDI ARABIA Saudi Arabia has an aspiration to become a powerful new centre in global sport and has therefore been embarked upon a massive programme of investment in sport.The countrys sovereign wealth fund the Public Investment Fund has been leading on this,acquiring assets(such as English Premier League club Newcastle United),taking major stakes in sport and sport related organisations(broadcaster DAZN being one example),and even creating new competitions,of which LIV Golf is the most obvious(albeit controversial)example.Meantime,the country has rapidly positioned itself as an event destination,with combat sports such as WWE and UFC regularly staging bouts in the kingdom.Motorsport events,notably rallying and Formula 1,are now regulars in the calendar,whilst football remains the most popular sport in the country.Portuguese international Cristiano Ronaldos move to Pro League club Al Nassr was viewed by some as a soft power coup,especially as he has also been serving as an ambassador promoting tourism in Saudi Arabia.The country is not without its problems,indeed international observers often label the countrys investment in the industry as being sports washing rather than soft power projection.However,with the 2034 FIFA mens World Cup heading there and a 2036 Olympic Games bid being mooted,Saudi Arabias commitment to soft power in sport shows little sign of waning.UNITED STATES The United States is the soft power giant of global sport,in almost every respect.The countrys domestic sport industry remains the biggest and most mature in the world,driven by many of the biggest businesses and most valuable sports franchises in the world.With the likes of NBA basketball,American players and teams are among the most potent and engaging anywhere in the world.At events such as the Olympics,the US continues to dominate most of its rivals,though its Paralympic performances are somewhat less impressive.As a host,the country continues to be a reliable host of everything from Formula 1 to the annual Superbowl.While apparel producers such as Nike keep its 14 sport convergent with the latest trends in fashion,music,contemporary culture and new technology.In social media,as well as latest developments in broadcasting models and content creation,the US remains an industry leader.All of which are allied to the governments increasing commitment to more actively engage the countrys sports assets for soft power purposes,which means that it was the overwhelming winner in our ranking.This is a country whose image,reputation and attractiveness are truly embellished globally through the strength of its sport.15 We believe that our sport and soft power ranking of countries is the first of its kind in the world.Our expectation is that this will further contribute to elevating the role that sport plays in promoting the attractiveness of nations across the world.Based upon a methodology developed and applied over fifteen months,in conjunction with more almost forty experts,the ranking provides an insight into those who have soft power,those who use it,and those who are achieving success.To some observers,the ranking may appear unsurprising;the United States has been an omnipotent sporting power for decades,particularly the result of its sporting prowess.However,new technology,assertive commercial strategy,and a commitment from government has cemented its place atop the ranking.The United Kingdom is home to two of the worlds most powerful sports properties the English Premier League and Formula 1(most of the sports teams are based there).The countrys government has long utilised its sports assets for soft power purposes,though its recent formation of a soft power council will redouble the UKs soft power efforts.Frances third place reflects both its history of successfully staging events such as Le Mans and a tennis grand slam,and the commit of Emmanuel Macron to embellishing his countrys soft power credentials.Chinas rise continues,as it learns to play the soft power game;Brazil arguably performs an outsized soft power role as global perceptions of the country remain firmly established peoples minds;Russia,despite recent bans and controversies,still looms large as a soft power player;Qatar and Saudi Arabia occupy similar ranking positions,as the near neighbours compete for prominence as the Gulf regions soft power capital;while South Korea,one of the global creative industrys most powerful soft power players,is apparently at an early stage of trying to exert soft power through sport.That countries from the Global North dominate the rankings top ten may reflect the conceptual origins(in the US)and understanding of soft power.Some countries in the Global South resist such notions of soft power and,indeed,their relevance in 21st century politics and discourse.This implies that unless we begin to witness shifts in them,countries from the Global North will continue to dominate in the projection of soft power through sport.In the coming years,we hope to produce this ranking again,which we hope will entail amended criteria which ideally incorporate measures that account for good work being undertaken in countries of the Global South as well as smaller countries from across the world that are achieving success in sporting soft power.The Global Norths current dominance of this ranking raises some important questions about whether soft power serves as a proxy for other forms of power.For instance,economically strong nations are likely to have more money to spend on soft power initiatives.However,with the world pivoting from North to South,we invite readers to consider how this may ultimately impact upon future power and future iterations of this ranking.Although for the time being at least,understanding how small state sporting soft power can be developed and gain traction suggests some interesting challenges.In the same way,the rise of new activities such as gaming and esports could begin to upend what we think we know about soft power and who best projects it through sport.For the time being at least,we seem to live in a football and basketball world countries in our top ten are all prominent in one,or both,of these sports.Olympic performances are important too,but what about other sports do they contribute to soft power projection?The likes of Thailand are seeking to utilise combat sports for this purpose,whilst Indian cricket is seemingly on the cusp of going global.In the latter case,Indias diaspora communities in the US and elsewhere are driving the sport forwards globally,especially digital technology experts from Silicon Valley.This suggests some interesting possibilities for state and non-state entities elsewhere to also work together.16 We also observe that sport can no longer be viewed in isolation,as it is converging with the entertainment,lifestyle,fashion and technology sectors.Already,there is an acknowledgement of this as government officials in several countries are forming multidisciplinary groups to address the soft power challenges they face.To illustrate how this all comes together,given the popularity of K-Pop and K-Drama South Korea could do more with its sports assets.So too Nigeria,which has booming music and film industries,but typically fails to make the most of its sporting profile.Our hope is that this ranking provokes debate and serves as a call to action for countries around the world.Some already do very well in projecting soft power through sport,others perform perhaps less satisfactorily.However,the battle for sporting dominance is unlikely to subside which means that the practice of power and attraction through sport is one that will continue to grow in years to come.As an outcome of this groundbreaking sport and soft power ranking,we recommend a framework through which countries can address promotion of their attractiveness.Broadly,we believe that projecting soft power through sport entails five important stages(KEDIA):1.Know your assets.As a first step,we recommend that countries involving both state and non-state entities identify and audit their sports assets to establish their key features and attractiveness.2.Establish their meaning globally.Sports assets may be attractive domestically and engage local audiences,but establishing whether they are attractive to global audiences is vital when outwardly projecting soft power into other territories.3.Decide how to use them.Understanding how sports assets can best represent a country,entails making some interesting choices.Perhaps sport is simply a means through which to engage international or global audiences,though the way in which an asset can project the values of a nation may deliver additional value to a soft power policy or strategy.4.Integrate them within policy and strategy.If it is to deliver real,tangible,and lasting value,the projection of soft power through sport should not be undertaken lightly or on an ad hoc basis.Committing to the formulation and implementation of soft power policy and strategy is vital.5.Actively manage and measure their effectiveness.Soft power projection doesnt simply happen,policy and strategy require activation if perceptions,attitudes,and behaviours towards a nation are to be changed,then sustaining coherent and consistent messaging is important.Moreover,soft power should not be seen as something nebulous or intangible,is a country is investing money in sport power projection,then it should identify and measure the success of achieving a return on investment.17 CONTACT US If you require any assistance with work you are doing in the field of soft power and sport,then we are available to discuss these issues.We can be contacted via publikaskema.edu 18 Simon Chadwick is a researcher,writer,academic,consultant,advisor,and speaker,whose work focuses on leading and managing in complex environments.He has expertise in policy and strategy,international and global markets,as well as business and marketing.Chadwick has three decades of experience working in the global sport,event,and cultural industries,particularly in an Afro-Eurasian setting(notably the MENA region,East/South Asia,sub-Saharan Africa and Europe).He currently works as a Professor of AfroEurasian Sport and is advising several clients from across the world of sport.Chadwick has written numerous articles,books and research reports for the likes of Forbes,Sloan Management Review,the Wall Street Journal,The Economist,European Sport Management Quarterly,Forbes,Thunderbird International Business Review,Mastercard,Newsweek,Reuters,Time,Routledge,and Financial Times Prentice Hall.Previously,the professor has worked with and advised some of the biggest names in sport,including FIFA,FC Barcelona,Adidas,the Association of Tennis Professionals,Nielsen,the European Clubs Association,Ping,Formula E,Coca Cola,PWC,and the Asian Football Confederation.Simon makes regular media appearances and has appeared live on,provided comments to,or written articles for the likes of Al Jazeera,the BBC,CGTN,China Daily,Cinco Dias,CNN,Deutsche Welle,the Financial Times,Forbes,Fortune,France 24,La Repubblica,NHK,The Economist,the Times of India,TRT,and the Wall Street Journal.Dr.Paul Widdop is a researcher,writer,and academic with more than 15 years experience in sport business and management.His work focuses on the application of social network analysis to understand the global sport industry,particularly in football.He co-founded GeoSport,a digital platform examining the political economy of sport.His research has been featured in leading outlets including the Financial Times,The Guardian,BBC,and Al Jazeera.Widdop serves as Associate Editor of Journal of Consumer Culture and has held research positions at several UK universities including Manchester Metropolitan University,University of Manchester,and Leeds Beckett University.Claude Revel is an expert in international strategic intelligence and influence.She was one of the French pioneers in these fields.She began her career in 1980 as a high civil servant,then spent several years in the private sector before creating her own consulting firm in 2003.She was then appointed Interministerial Delegate for Economic Intelligence to the French Prime Minister,from May 2013 to June 2015.She then joined the French Court of Auditors for four years.She finally left public administration to create another consulting firm in January 2020.She holds now different poisitions.She was in charge of the development of SKEMA Business Schools think tank between 2021 and 2025.She taught for many years and wrote several articles and books,the latest ones in 2012(“La France,un pays sous influences?”)and in 2017(”Intert gnral et march,la nouvelle donne”).Claude spent her childhood in Africa,then studied in her family home town in Nice.She is a former student of the Ecole national administration(ENA),and graduated from Sciences Po and from Paris II University,in(Business Law.)Claude is Officer of the French Lgion dHonneur since 2014.Rapporteur:Sean Scull holds a degree in political science with a minor in international relations from the University of Gothenburg and a masters in international politics with a minor in English-speaking politics,from the University of Toulon.Sean has academic and professional experience from Sweden and the United States of America.With the contributions from:19 Frdrique Vidal is Director of development at SKEMA Publika,Professor of Biology,President of the University of Nice Sophia-Antipolis(UNS)from 2012 to 2017,then Minister of Higher Education,Research and Innovation in the government of Prime Minister douard Philippe and Jean Castex from 2017 to 2022.Currently Special Advisor to the President of the EFMD,Ms Vidal is also involved in the Higher Education for Good Foundations Youth Talks initiative and is Permanent Representative of the Principality of Monaco to the United Nations Environment Programme and the Whaling Commission.Marin-Marie Le Bris is a graduate of Sciences Po and HEC Paris,and holds a masters degree in philosophy from Panthon-Sorbonne University.He joined SKEMA Publika in September 2023,having previously worked as pedagogical engineer for Philonomist(Philo ditions).For your information,the comments in this report only engage the authors and not the consulted experts.We would like to gratefully acknowledge the assistance of the following international sports experts who participated in the ranking:Ashleigh Huffman,Brian Wesala,Donna Wong,Edith Yazmin Montes Incin,Nasser Al Khori,Stuart Murray,Alexander Kristian,Alessio Noritto,Philippe Bana,Adam Biessel,Nick Burton,Carole Gomez,Christos Anagnostopoulos,Clemens Chay,Cynthia Mumbo,Diana Galeeva,Jailan El Bous,Tariq El Malti,Nahuel Faedo,Dianne Fallon,Gavin Price,Gerard Akindes,Gobinath Sivarajah,Grant Jarvie,Irene Limika,Ivan Coste-Manire,J.Simon Rofe,Jean-Baptiste Gugan,Jonathan Sullivan,Kesegofetse Tatedi,Khajuria Abhishek,Kristian Ulrichsen,Kristin Smith Diwan,Kwame Agyemang,Lee Seungbum,Leo Goretti,Lindsay Sarah Krasnoff,Sofie Lorent,Mahdi Shariati Feizabadi,Menatalla Amin,Michael Goldman,Michal Banasiak,Michal Marcin Kobierecki,Mieszko Rajkiewicz,Nadim Nassif,Derrick Ntege,Patrick Bayeux,Patrick Roult,Ren Huitao,Ricardo Guedel,Sergey Altukhov,Taruka Srivastava,Umair Asif,Verity Postlethwaite,Laura Walzack,Xavier Iniesta,Zahra Babar and Zarqa Parvez.Publication date:March 2025 20 Find all our publications at publika.skema.edu Contact:publikaskema.edu
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In partnership withEnabling the hybrid generation to flourish Evolving Together 2025 BSI.All rights reserved.2Contents2025 BSI.All rights reserved.Foreword Executive summaryChapter one:Introduction Chapter two:The evolution of the hybrid workplace Chapter three:Defining the hybrid generation Chapter four:Conclusions and recommendations Appendix 3121545265043Evolving together:Enabling the hybrid generation to flourish2025 BSI.All rights reserved.Susan Taylor Martin Chief Executive Officer BSIThe events of spring 2020 transformed the global economy and we are still feeling their effects.The global pandemic focused minds on how to boost productivity,make best use of technology,expand the workforce and support the health and well-being of individuals.Yet such questions predate the global lockdowns and we are still in pursuit of well-informed answers,perhaps now more than ever.Fundamentally,we all want to know how to create a future of work in which people of all ages and stages can flourish and organizations can grow.Ways of working and the benefits and challenges of hybrid structures are a critical part of this wider conversation.Central to this discussion is understanding more about the people who drive the global economy and listening with an open mind to their hopes and expectations so that business leaders and policymakers can respond with the right information.In recent years,BSI has examined the Second Glass Ceiling the phenomenon of women leaving the workplace early and not out of choice and explored the age-diverse workforce,in which many are working into their 70s and beyond.I am proud that this year we have expanded our focus to those just starting out in their careers,looking specifically at people who started work amid the significant upheaval of global lockdowns.Many of them have never known pre-pandemic“typical”working patterns.They are our future leaders and organizations thinking about how to attract,retain and get the most from this talent will surely benefit from getting to know them.Our findings are eye-opening and I urge you to explore them in detail.One thing that stuck out was the overwhelming focus on work-life balance,with this ranking above job stability and financial incentives.For a generation that expects to work long past todays retirement age,this may simply be good sense.For employers everywhere,it should spark a discussion about how we design jobs and work in the future.I am delighted to share this research and hope that it can contribute to a constructive conversation about how employers,and the people they rely on,can evolve together as the world changes.Foreword34Evolving together:Enabling the hybrid generation to flourish2025 BSI.All rights reserved.Executive summaryThe evolution of the hybrid workplace The report explores the origins of hybrid and remote working,noting that flexible arrangements began well before 2020,supported by the proliferation of digital tools.Despite this,by 2020 most organizations had not yet fully implemented formal hybrid policies.The onset of Covid-19 significantly disrupted the global labour market,affecting job search behaviour and employment outcomes,including for new entrants,although there were significant regional differences.Since then,hybrid working has further reshaped the career landscape for all workers,presenting both opportunities and challenges.The term,the hybrid generation,refers to those who began their working life just as or just before the pandemic struck,or subsequently as lockdown measures began to influence working practices.To a large extent the entirety of their careers to date have been shaped by hybrid and remote working,even including those who have entered and remained in a traditional workplace setting.BSIs 2025 Global Workforce Entrants Study,in conjunction with ResPublica,explores how this early career experience has shaped expectations,attitudes and preferences,as well as how it has impacted progression and development,professional relationships and career prospects.This paper draws on analysis from a large-scale survey of young people,as well as secondary sources.5Evolving together:Enabling the hybrid generation to flourish2025 BSI.All rights reserved.Defining the hybrid generation Areas explored in the report include:Age:During this period more than one in ten career starters spent their first two years working remotely(12%),however those who joined the workforce at a younger age(between 16 and 20)are more likely to have worked primarily or fully onsite.Market variation:There are some notable differences between countries.China and Japan have the lowest proportion of career entrants in remote/hybrid work today(both 27%)while Japan is the only country surveyed with a majority of new entrants who are fully site based(57%).Sector variation:Career starters in Technology were most likely to have worked either remotely(12%)or hybrid(43%)during their first two years of work.By comparison Retail(64%)and Healthcare(76%)are the sectors in which career starters are most likely to be site based.Size of company also has a bearing,with smaller firms having a higher share of the workforce working in either a remote or hybrid structure.career starters spent their first two years working remotely27nvolving together:Enabling the hybrid generation to flourish2025 BSI.All rights reserved.The longer trend Current picture:2020 represents a high mark,with career starters during that year much more likely to have experienced hybrid or remote working.The proportion of new career starters in remote or hybrid work has dropped away somewhat as return to site directives have started to take effect.Notably,however,this has not reverted to the pre-pandemic position.Preferred working structure:A small majority of early career starters would prefer to work either remotely(16%)or hybrid(37%).Over a quarter(27%)say they want to be fully site based,while just 1 in 5(20%)say they want to be primarily site based.Colleague interaction:Overall,a large minority(46%)of new career entrants express a preference for in-person meeting.While those who are primarily site based prefer face to face interactions(53%),remote and hybrid workers also appreciate this opportunity.Attitudes to work and expectations of work:Workplace structures clearly have a bearing on decisions about whether to change jobs.64%think that jobs requiring full-time presence onsite should be paid more.Half(51%)believe there are additional economic benefits with remote and hybrid working.Efficiency:Survey respondents were mixed when asked whether they were more efficient at work or at home.59%of those who hybrid work now say they are more efficient on site.This compares with 69%among those who are primarily site based.Experiences of work during the pandemic Furlough:New starters were immediately impacted by imposed working restrictions,with 16ing placed on furlough or some form of temporary unpaid or part-paid leave,across all markets and sectors.Interactions at work:24gan a new job without meeting colleagues in person for at least three months.17%worked in and slept from the same room.Those who started work during 2020/21 were more likely to have been isolated,with 29%not meeting colleagues in person for at least three months and 8%starting and leaving without meeting colleagues in person.Overall,only 26%coped well with their job.career starters who would prefer to work hybrid37volving together:Enabling the hybrid generation to flourish2025 BSI.All rights reserved.Health and well-being:It appears the pandemic had a moderate impact on health and well-being.Overall,70%of all new career starters report having been absent from work for six days or fewer,over the last year,due to illness or mental health challenges.Those who are fully site based are less likely to be absent due to illness.Mental health:Relatively few(3%)report they lost or left their job because of their struggle with mental health.Of those working in hybrid roles 57%reported that their mental health was enhanced by this,but a third(34%)of hybrid workers said their mental health was negatively affected by working remotely during the pandemic.There is some indication hybrid roles might lead to,or reinforce,a sense of isolation or lack of workplace confidence.Almost a quarter(24%)of those currently in remote or hybrid roles say social anxiety would influence their decision to take a site based role.Social activities:Despite the restrictions,73%of all new starters were able to make friends in their first job.Progression and advancement:Some of those who started their careers in 2020 and 2021,when lockdown restrictions were in force,felt that they missed out on a number of opportunities to advance their careers including,networking and training opportunities.At the same time,some felt the pandemic presented opportunities that might not otherwise have been available,particularly remote(15%)and hybrid(12%)workers who took a job that they believe they would not otherwise have been able to.Employment outcomes:Those currently in remote or hybrid roles are less likely to have been continuously employed,although they have changed roles and have been promoted more frequently.Ambitions:While most feel loyal towards their employer(63%),they will prioritize their own careers over their employers needs(63%).Over half(52%)expect to change career in their lifetime,while 50%expect to change career in the next 10 years.Conclusions There are fundamental differences between the hybrid generation and those before,albeit that they want the same things out of their careers.In particular,work-life balance isnt a nice to have,it is an essential.The global shift toward remote and hybrid working arrangements is multifaceted and influenced by a variety of factors.A strong culture transcends a physical workplace this,and sharing values with their employer,matters to todays career starters.Hybrid models can be a potential driver of productivity,well-being and economic rebalancing.career starters who report having been absent from work for 6 days or less in the last year 9%have taken off more than a month70volving together:Enabling the hybrid generation to flourish2025 BSI.All rights reserved.Recommendations 1.Create a consistent culture of trust that treats employees with respect Empower individuals to work in the way that best suits them and meets their needs:fully trusting their commitment to work2.Consult and communicate Organizations need to know what their workforce wants before addressing it 3.Embrace the best of both Balance site based roles with other flexibilities,and evolve workspaces into being connection hubs4.Future-proof your talent pipeline Hybrid models can be part of a strategy to utilize the skills of the wider population5.Offer development beyond the linear career path To retain talent,organizations need to support squiggly careers and job redesign6.Meet technology needs Invest in professional collaboration tools that ensure all employees can engage equally,and be alive to the information and data security implications of remote work9Evolving together:Enabling the hybrid generation to flourish2025 BSI.All rights reserved.TotalAustraliaChinaFranceGermanyIndiaJapanUKUSFully remote16%8%!%Hybrid377G9)09C0%Primarily site based20) 0 %Fully site based270&%(6%The hybrid generation in dataPreferred working structure in 202560%8%started and left a job without meeting colleagues in person29 20/21 starters who began a job without meeting colleagues in person for at least three monthsthink that regardless of the organizations official policy,their manager or boss prefers them onsite10Evolving together:Enabling the hybrid generation to flourish2025 BSI.All rights reserved.say social anxiety would influence whether they took a new job that was fully onsite more confident in virtual meetings than physical ones made friends in their first job and 55%found a mentorTotalAustraliaChinaFranceGermanyIndiaJapanUKUSAgree64csTUuaie%Disagree14%7!%Jobs that require full-time presence onsite should be paid more22F%as%think they missed out on training opportunities due to Covidreceived sufficient management support during their first year of work57%say their mental health is enhanced by working in a hybrid structure rising to 70%of those who work hybrid todayThe hybrid generation in data11Evolving together:Enabling the hybrid generation to flourish2025 BSI.All rights reserved.Days off for illness or mental health in the last year1-3 days4-6 daysA week or more More than a month NoneTotalAustraliaChinaFranceGermanyIndiaJapanUKUSAgree62fcdUy3sf%Disagree14%9%My first two years of work were a positive experienceAgree52aTCXIWW%Disagree213$ %Agree63gsbWqHhb%Disagree12%5%9%I expect to change career in my working lifetimeI like my current employer but will prioritize my own career over its needsThe hybrid generation in data21%9Enabling Hybrid Generation to Flourish at Work 2025 BSI.All rights reserved.Chapter oneIntroduction 13Evolving together:Enabling the hybrid generation to flourish2025 BSI.All rights reserved.It is now five years since the outbreak of Covid-19,a period when enforced lockdowns introduced remote working for a large swathe of the global workforce.Not everyone was able to work remotely in some roles and sectors this was not possible,including many in Food,Retail,Healthcare and the Built Environment.More still returned to in-person working as soon as they could.Nevertheless,the workforce that emerged from the pandemic is broadly a hybrid one,combining remote and in-person attendance.This structure has now become commonplace for many,across countries and sectors.While we are seeing some employers and politicians advocate for a return to office,others feel there is no going back to how things were at the start of 2020.During this period an entire generation has entered the workforce,comprising those who started working during the first waves of lockdown,or those who completed education and training in this context and then began their careers after this disruption.This hybrid generation has no direct experience of a working world that is not at least partially remote or hybrid,even if they themselves are site based.Many of these career starters fall into Generation Z,however our hypothesis is that stage,rather than age,is key.BSIs 2025 Global Workforce Entrants Study was designed to profile this cohort.The question we have set out to answer is how their unique early career experience has shaped expectations,attitudes and preferences,as well as progression and development,professional relationships,and career prospects.The purpose of this research,developed in conjunction with ResPublica,is not to alight on a right or wrong way to work.Rather it acknowledges that we cannot turn the clock back so we need to look forwards to building a future of work that suits individual and organizational needs,and,crucially,does not place these two objectives in tension with each other.Our goal is to help employers to shape the workplace in a way that supports career starters,and all workers,to unleash their full potential however they work.We provide actionable insights to help employers accommodate the needs of all workers,including this cohort,and equip them,to be successful in any setting,whatever their stage.14Evolving together:Enabling the hybrid generation to flourish2025 BSI.All rights reserved.Over the coming years,the workforce will transform further,shaped not least by AI.The question now and to come,is how can we create a human centric future of work that responds to change and still meets the needs of employees and employers?How can we alight on a structure that empowers individuals to flourish and organizations to grow?This report offers a starting point for a critical conversation one all of us have a stake in.About the research The hybrid generation is a relatively under-researched phenomenon.This paper draws on analysis from a large-scale survey of people who entered the workforce across the UK,US,China,Japan,India,France and Germany and key sectors between 2019 and 2024.Evidence is also drawn from a review of international literature and analysis of labour market information to assess how economies have performed since Covid-19,and the impact that this has had on new entrants to the workplace.It explores workforce participation,pay,retention,recruitment,job type,tenure,mental health,motivation,leadership,organizational culture and enjoyment of work.How can we alight on a structure that empowers individuals to flourish and organizations to grow?15Enabling Hybrid Generation to Flourish at Work 2025 BSI.All rights reserved.Chapter twoThe evolution of the hybrid workplace 16Evolving together:Enabling the hybrid generation to flourish2025 BSI.All rights reserved.The shift to remote working that many people experienced in early 2020 was a necessary response to the Covid-19 pandemic,as many countries and territories enforced lockdowns of various stringency.Beginning with the first lockdown in Chinas Hubei province,lockdowns continued to be implemented around the world throughout 2020 and 2021.In March 2020,the entire population of India,1.3 billion,was ordered to stay at home.The city of Melbourne,Australia,spent the most cumulative days in lockdown over separate periods.1However,the response was not uniform across markets.A number of countries did not use this strategy,including Japan,while certain US states chose not to enforce lockdowns.The impact of the pandemic also varied by sector.In many cases,only essential businesses were allowed to remain open,2 although a number of industries were able to shift their activity to home working using previously underutilized technologies such as video conferencing.Yet many sectors were unable to do this including those industries most affected by Covid-19 1 Melbourne passes Buenos Aires world record for time spent in Covid-19 lockdown,abc,October 20212 The list of essential businesses varied between countries and jurisdictions but generally included supermarket and food stores,hot food takeaways,Pharmacies/Chemists,Dentists,Veterinary clinics and pet shops,petrol stations,hardware and building suppliers,storage and distribution centres,banks and post offices.disruption:Aviation,Energy Equipment,Food Production and Manufacturing.Other sectors like Hospitality and Retail were simply unable to operate at all.3 Sectors such as Healthcare or Construction continued to work onsite for the most part,simply adopting different work methods to minimize covid risks.As the world began to emerge from the pandemic and many started their gradual return to work,some organizations that had been able to function remotely started to rethink the requirement to physically return to the workplace.What began as a necessity has evolved into a long-term exploration of hybrid ways of working.Around the world,organizations have been utilizing emerging technologies,innovating leadership strategies and new workspaces to identify better,more productive and cost-efficient ways of working.How,when,and where many of us work continues to evolve,with flexibility at its core.3 Industries Most and Least Impacted by Covid-19 from a Probability of Default Perspective-January 2022 Update,S&P Global,February 202217Evolving together:Enabling the hybrid generation to flourish2025 BSI.All rights reserved.1.1 The origins of hybrid and remote workingThe move towards hybrid and remote working did not begin with Covid-19.Flexible work arrangements began well before 2020.Management consultant Christel Kraemerer is credited with developing the first flexitime approach in the 1960s to help face Germanys labour shortage.4 In the US,telecommuting and flexible schedules emerged in the early 1970s when the oil crisis pressed businesses to reduce commuting,and the Clean Air Act looked to reduce harmful emissions from gridlocked traffic.In his book The Telecommunications-Transportation Tradeoff former NASA engineer,Jack Nilles popularized the idea of establishing satellite offices so that employees could report to smaller physical sites that were likely closer to their homes,thus freeing up busy thoroughfares from traffic congestion and reducing energy consumption.Another trend that was documented as early as the late 1980s was the advent of“Summer Fridays”which limited some companies in the US to a four-day workweek during the summer months,when activity in some sectors slowed5.This trend has continued through to present-day,4 What Does Flexible Work Really Mean?,Microsoft,accessed March 20255 The case for Summer Mondays,The Week,August 2015and extended to many other countries,though mostly enjoyed by white-collar and knowledge workers.Others,who wanted flexibility,were limited to shift working.The information technology revolution in the 1990s facilitated further changes,introducing tools like email and early video conferencing.In the late 1990s,AT&T made headlines when they allowed 100,000 employees to pioneer an alternative workplace a practice that has become known as working from home6.In the UK,BT undertook an experiment in home working in 1992,when the company set up The Inverness Experiment inviting employees in the Scottish city to volunteer to work from home for a whole year.It was a trial to see if the technology could support it,as well as a psychological experiment to understand how people responded to working remotely7.Before Covid-19,remote and hybrid working were emerging as significant global trends among advanced economies,although they had not yet become mainstream practice.According to Gallups State of the American Workforce Report,43%of employees spent“at least some of their time”working remotely in 2016,up from 39%in 20128.6 The Alternative Workplace:Changing Where and How People Work,HBR,June 19987 The great organizational balancing act:making the hybrid office work for everyone,BSI,20248 Americas Coming Workplace:Home Alone,Gallup,March 201718Evolving together:Enabling the hybrid generation to flourish2025 BSI.All rights reserved.These long-term shifts underscore that hybrid and remote working is not just a pandemic-era phenomenon,but a steadily growing practice driven by technological advancements,changing employee expectations and a shift towards a knowledge-based economy.Slow but steady adoption of remote work began in companies where digital communication was already central and the proliferation of digital tools and cloud-based applications made remote collaboration more feasible,setting the stage for later,more rapid adoption.At the same time a growing interest in flexible working arrangements emerged,as employees sought to better integrate their professional and personal lives.Numerous surveys and studies indicated that many employees especially in knowledge-intensive sectors were open to or already preferred some level of remote or flexible working.99 These trends were documented in various studies and reports from institutions like the International Labour Organisation(ILO),McKinsey&Company,McKinsey Global Institute.The Future of Work After Covid-19,and academic research on the future of work.In tandem with this,national legislation around flexible working began to emerge.For example,the right to request flexible working in the UK was first introduced under the Employment Act 2002,initially applying to parents and from 2014 to all employees.However it should be noted this is distinct from the right to work remotely or in a hybrid structure.While the idea of hybrid work was gaining attention,by 2020 most organizations had not yet fully implemented formal hybrid policies.Instead,a few progressive companies were piloting models that combined in-office work with occasional remote days.Tech companies and creative industries were among the early adopters,whereas more traditional sectors were slower to change.Changing attitudes among both employers and employees regarding productivity and the necessity of a site based presence laid the groundwork for later acceptance of remote and hybrid work models.There have,however,been some significant regional differences in adoption,with North America and Western Europe showing the most readiness for remote work due to established digital infrastructures,higher levels of internet connectivity,and a cultural openness to flexible working.In contrast,in many emerging economies,remote work was less common due to infrastructural limitations and different labor market dynamics,although interest was growing among multinational companies and tech startups.Overall,the global trends before Covid-19 reflected a cautious but growing embrace of remote and hybrid working.Some organizations were starting to recognize the benefits of flexible work arrangements such as improved work-life balance,enhanced employee satisfaction,and access to a broader talent pool yet many still maintained a traditional,work-place model.This period set the stage for the dramatic acceleration of remote and hybrid work models when the pandemic hit,highlighting both the potential and the challenges of transitioning to more flexible work arrangements.By 2020 most organizations had not yet fully implemented formalhybrid policies19Evolving together:Enabling the hybrid generation to flourish2025 BSI.All rights reserved.1.2 Global trends Because Covid-19 accelerated the shift toward remote and hybrid working models across the globe,it also prompted extensive research across different countries to explore how these trends have influenced organizational dynamics,employee satisfaction,productivity,career progression and well-being.The findings reveal that while flexibility is generally valued,its outcomes vary by sector,cultural context,gender,and age.1United States(US)Research in the US has offered diverse perspectives on remote work.LaGree and Olsen examined the impact of leadership empowerment on career growth,loyalty,and satisfaction,finding no generational differences in work-from-home perceptions.10 10 Combatting the“Great Discontent”:The Impact of Employability Culture and Leadership Empowerment on Career Growth,Loyalty and Satisfaction,LaGree,&Olsen(n.d.),April 2024Conversely,Munsch revealed that employers sometimes react negatively to remote work requests from certain groups;gendered stereotypes may lead to biases in the selection of remote workers.11 In the public sector,Lance et al.argue that increasing telework and workplace flexibility could improve employee retention,12 while Mathews et al.observed that working from home increased psychological distress among US employees.13Chung and Lippe provided a broader literature review,arguing that flexible working arrangements can reinforce traditional gender roles,as men benefit more from flexiwork than women who often bear additional responsibilities.14 Additionally,Eriona and Elgn highlighted the role of internships in bridging the skills gap for younger workers,emphasizing the importance of practical experience in an increasingly remote environment.15 11 Flexible Work,Flexible Penalties:The Effect of Gender,Childcare,and Type of Request on the Flexibility Bias,Munsch(n.d.),May 201612 Telework and Work Flexibility in the United States Federal Government Post-Pandemic,Lance,et al.(n.d.),April 202413 Gender Difference in Working from Home and Psychological Distress A National Survey of U.S.Employees During the Covid-19 Pandemic,Mathews,et al.(n.d.).May 202214 Flexible Working,WorkLife Balance,and Gender Equality:Introduction,Chung,&Lippe(n.d.),November 201815 Generation Z“Life Skills”Acquired and Enhanced through Internships Before and During Covid-19 Pandemic,Eriona,&Elgn(n.d.),January 20231263574GermanyJapanAustraliaChinaIndiaUSUK20Evolving together:Enabling the hybrid generation to flourish2025 BSI.All rights reserved.2United Kingdom(UK)UK studies have focused on the transition from remote to hybrid work post-pandemic.Gutman et al.employed a behavior change approach to assess the hybrid transition among diverse staff in higher education,identifying barriers such as inadequate office spaces and technological issues,as well as enablers like improved work-life balance and productivity.16 In contrast,Kasperska,Matysiak,and Cukrowska-Torzewska found that working from home may reduce opportunities for promotion and salary increases particularly affecting men and childless women while mothers appeared to be less negatively impacted.17 Chen et al.provided a nuanced view,revealing that well-being changes among remote workers varied significantly,with some hybrid workers experiencing improved well-being during daytime hours.18 It is worth noting that BSI,working with experts from across industry and government produced the worlds first guidance on flexible working in 2015 the Smart Working Practice(PAS 3000)19.This is aimed at leaders to help guide their thinking about transforming how their organizations and people work.16 Making Hybrid Work for Diverse Staff in Higher Education:A Behaviour Change Approach,Gutman,et al.(n.d.),December 202317 Managerial(Dis)preferences Towards Employees Working from Home:Post-Pandemic Experimental Evidence,Kasperska,Matysiak,&Cukrowska-Torzewska(n.d.),May 202418 Remote Working and Experiential Wellbeing:A Latent Lifestyle Perspective using UK Time Use Survey Before and During Covid-19,Chen,et al.(n.d.),July 202419 New Smart Working Code of Practice announced,Cabinet Office,January 20163ChinaIn China,studies indicate a generally positive reception of hybrid work models.Bloom,Han,and Liang reported that hybrid working reduced employee turnover by 33%and improved job satisfaction,although initial managerial skepticism existed.20 Raphael et al.argued that other countries could learn from Chinas efficient team structures,leadership strategies,and communication tools to create sustainable remote work models.21 Xiong et al.further noted that acceptance of remote working in China is influenced by gender and internet skills,with higher acceptance from women primarily to avoid unnecessary in-person interactions and younger,better-educated employees.22 4JapanJapanese research offers a culturally specific perspective.Tomohiro found that working from home generally improved life satisfaction and work-life balance;23 however,the benefits were offset by longer working hours.Akahiri et pared Japan and the US,showing that American hybrid workers,influenced by stronger social norms,experienced greater well-being compared to their Japanese 20 How Hybrid Working from Home Works Out,Bloom,Han,&Liang(n.d.),July 202221 A Blueprint for Remote Working:Lessons from China,McKinsey,March 202022 When Will Employers Accept Remote Working?The Impact of Gender and Internet Skills,Xiong,et al.(n.d.),July 202323 Working from Home and Work-Life Balance During Covid-19:The Latest Changes and Challenges in Japan,Tomohiro(n.d.),August 202121Evolving together:Enabling the hybrid generation to flourish2025 BSI.All rights reserved.counterparts.24 Morikawas study highlighted that,in Japan,many employees reported lower productivity when working from home compared to the office,suggesting that a hybrid model may be more appropriate.25 5IndiaIn India,research has focused on both the potential and challenges of remote work.Bhattacharyya and Nair suggest that although automation may threaten certain jobs,Indias young,technically educated workforce stands to benefit from high-end jobs created by technological advancements.26 Kelley,Ksol,and Magruder explored online job portals and found that increased access to job information led to a temporary rise in voluntary unemployment,as job seekers adjusted their expectations and waited for better opportunities.27 24 The Impact of Social Norms on Hybrid Workers Well-Being:A Cross-Cultural Comparison of Japan and the United States,Akahiri,et al.(n.d.),May 202425 WorkfromHome Productivity During the Covid19 Pandemic:Evidence from Japan,Morikawa(n.d.),November 202226 Explicating the Future of Work:Perspectives from India,Bhattacharyya,&Nair(n.d.),May 2019 27 How Do Online Job Portals Affect Employment and Job Search?Evidence from India,Kelley,Ksol,&Magruder(n.d.),June 20226GermanyGerman research,as exemplified by Berg,compares the flexible working systems of the US and Germany,offering insights into how Germanys employment relations might evolve in the face of increasing flexibility.28 Plakhotnik et al.studied the impact of Covid-19 on student well-being across several countries,with significant data emerging from Germany,and emphasized the role of institutional support in mitigating negative effects.29 7AustraliaIn Australia,Hopkins and Bardoel identified five pillars operations,culture,communication,well-being,and future skills that are essential to sustaining hybrid work models in the post-pandemic era.30 Williamson and Colley provided further evidence from the public sector,noting that while productivity often improved with remote work,mental health challenges and burnout persisted,especially during extended lockdowns.3128 Working Time Flexibility in the German Employment Relations System:Implications for Germany and Lessons for the United States,Berg(n.d.),200829 The Perceived Impact of Covid-19 on Student Well-Being and the Mediating Role of the University Support:Evidence From France,Germany,Russia,and the UK,Plakhotnik,et al.(n.d.),July 202130 The Future Is Hybrid:How Organisations Are Designing and Supporting Sustainable Hybrid Work Models in Post-Pandemic Australia,Hopkins,&Bardoel(n.d.),February 202331 Working During the Pandemic:The Future of Work is Hybrid,Williamson,&Colley(n.d.),February 202222Evolving together:Enabling the hybrid generation to flourish2025 BSI.All rights reserved.The comparative analysis reveals several common themes.Flexibility and autonomy are generally seen as desirable attributes that enhance employee satisfaction and retention;however,the outcomes are context dependent.For instance,in the US and the UK,structural inequities may undermine the benefits of remote work,particularly in terms of career progression and gender equality.In contrast,Chinas structured approach and Japans nuanced cultural factors suggest that effective hybrid models require tailored strategies that reflect local realities.Moreover,studies from India,Germany,and Australia highlight the role of institutional support and technological infrastructure in ensuring that the transition to hybrid work benefits both employees and organizations.1.3 The impact on younger generations The academic literature has identified the particular challenges faced by younger generations,including their preference for hybrid work,impact on job market dynamics and career opportunities for new entrants,as well as the broader effects of hybrid working on young people including overall well-being.Generation Z and hybrid workRecent studies highlight that Generation Z(Gen Z)demonstrates a strong preference for hybrid work models,influenced by the type of work environment they wish to join.Orsorio and Madero argue that Gen Zs desire for hybrid work stems from its flexibility to accommodate corporate,familial,and entrepreneurial ambitions,which aligns with their evolving expectations for work.32 Similarly,Angreni and Mahyuni examined hybrid work in Indonesia and found that enhanced worklife balance under hybrid models correlates with improved employee performance and engagement among Gen Z.33 32 Explaining Gen Zs Desire for Hybrid Work in Corporate,Family,and Entrepreneurial Settings,Orsorio,&Madero,January 2025 33 Examining the Impact of Hybrid Work on Employee Performance and Engagement on Generation Z in Indonesia,Angreni,&Mahyuni,December 2024Flexibility and autonomy are generally seen as desirable attributes that enhance employee satisfaction23Evolving together:Enabling the hybrid generation to flourish2025 BSI.All rights reserved.In contrast,Clemo discusses the potential downside that Gen Z workers in hybrid roles may be overlooked for promotions,a trend particularly evident among those balancing caregiving responsibilities or disabilities.34 Furthermore,Chomtowska and Janiak-Rejno observed that while Gen Z adapted well to remote working during the pandemic,many now resist returning to traditional office settings,suggesting that organizations offering flexible remote work options enjoy a competitive advantage.35Albrychiewicz-Sociska emphasizes that while remote work has yielded positive changes especially for younger employees organizations increasingly endorse hybrid models as a pragmatic balance between the benefits and disadvantages of fully remote work.36 Febriana and Mujib extend these findings by linking flexible work arrangements to increased productivity among Gen Z employees,mediated by a participative leadership style.3734 Hybrid Millennial and Gen Z Workers Overlooked for Promotions,New Study Suggests,People Management,October 2024.35 Does Gen Z Question the Wisdom of Returning to the Office?Results of the Research Conducted During the Covid-19 Pandemic on the Youngest Generation of Employees,Chomtowska,&Janiak-Rejno,202236 Remote work and Knowledge Exchange Strategies in the Opinions of Generation Z,Albrychiewicz-Sociska,202237 Increasing Productivity of Gen Z Employees:The Role of Flexible Work Arrangements and Participative Style,Febriana,&Mujib,April 2024The impact on new job entrantsThe onset of the Covid-19 crisis significantly disrupted the labor market,affecting job search behavior and employment outcomes for new entrants.Hensvik,Le Barbanchon,and Rathelot reported a marked decrease in job vacancy postings at the beginning of the pandemic,a trend that created a challenging environment for all job seekers.38 Malousis,Tomlinson,Reedy,and Burg further noted that recent graduates faced intensified concerns regarding career prospects,often leading them to reconsider or scale down their initial employment goals.39Additionally,Bloom et al.identified that overall business productivity declined by up to 5%during the pandemic,with some sectors(e.g.restaurants and entertainment)shrinking more than others,thereby exacerbating challenges for new job entrants.40 Wachter highlighted long-term concerns for job losers and new entrants in the US,proposing“work sharing programmes”as a potential policy reform to stabilize the workforce.38 Job Search During the Covid-19 Crisis,Hensvik,Le Barbanchon,&Rathelot,February 202139 Graduating in Uncertain Times:The Impact of Covid-19 on Recent Graduate Career Prospects,Trajectories and Outcomes,Tomlinson,Reedy,&Burg,July 202340 The Impact of Covid-19 on Productivity,Bank of England,December 202024Evolving together:Enabling the hybrid generation to flourish2025 BSI.All rights reserved.Career opportunitiesThe pandemic has also reshaped career opportunities,particularly for younger generations.Rudolph and Zacher contend that simplistic generational categorizations fail to capture the complexity of career development in the post-pandemic era.41 Barth et al.provide evidence from Norway,demonstrating that young workers and those with lower educational levels experienced disproportionately severe declines in job opportunities during lockdown periods.42 Major,Eyles,and Machin further document that younger workers faced substantial challenges in terms of job loss and earnings,with adverse impacts persisting even post-lockdown.Kingston University found that younger employees were more likely to experience workplace stress during the pandemic,often due to inadequate remote work support.43Amalia reveals that post-pandemic work expectations now prioritize worklife balance and flexibility,with Gen Z showing a greater openness to public sector roles offering stability.44 Vyas discusses the acceleration of flexible work and its 41 Covid-19 and Careers:On the Futility of Generational Explanations,Rudolph,&Zacher,June 202042 Chutes and Ladders?Job Opportunities for Generation Covid,Barth,Dale-Olsen,Schne,&Misje stbakken,July 2021.43 Younger Generation Experienced Most Workplace Stress During Covid-19 Pandemic,Kingston University,November 2024.44 Career Choice on Gen Y&Z After the Pandemic Covid-19:A Social Cognitive Career Theory,Amalia,March 2023enduring effect on worklife balance,while Mockaitis et al.indicate that early-career employees experienced higher levels of stress and burnout.45 Bhlich,Hindley,and Mller focus on the German job market,suggesting that Gen Zs preference for security has been reinforced by the pandemic,making stable employers more attractive despite outdated industry images.46Impact of hybrid working on young peopleHybrid working arrangements have a distinct impact on young people,particularly in terms of career development and workplace integration.The Institute of Student Employers reports that most graduates and apprentices in office settings now hold hybrid roles,a shift correlated with higher levels of satisfaction due to increased flexibility and productivity benefits,although feelings of isolation remain prevalent.4745“New Normal”at Work in a Post-Covid World:WorkLife Balance and Labor Markets,Vyas,March 202246 Enhancing Employer Attractiveness:The Impact of Covid-19 on Generation Z,Behlich,Hindley,&Mller,November 202247 Do Young People Like Hybrid and Remote Work?,Institute of Student Employers,June 202325Evolving together:Enabling the hybrid generation to flourish2025 BSI.All rights reserved.The UK Parliament notes that while hybrid working surged during the pandemic,the numbers are now slowly decreasing yet remain above pre-pandemic levels.48 Kings College London found that young employees perceive remote working as beneficial for career advancement,as it facilitates self-promotion and proactive engagement.49 The Stanford Institute for Economic Policy Research(SIEPR)underscores that hybrid work models harness the advantages of both remote and in-person interactions50.48 The Impact of Remote and Hybrid Working on Workers and Organisations,UK Parliament,October 202249 Young People Most Likely to See Career Benefits to Remote Working,Kings College London,November 202250 Hybrid work is a“win-win-win”for companies,workers,study finds,SIEPR,June 2024Collectively,these studies illustrate that hybrid working is reshaping the career landscape for young people and new job entrants.This presents both opportunities and challenges.On one hand,flexibility and hybrid arrangements are positively associated with improved work engagement,performance,and the acquisition of critical skills.On the other,challenges such as isolation,gender-based biases,reduced promotional opportunities,and heightened stress persist.The international evidence suggests that while cultural and regional differences shape these outcomes,the central role of flexible arrangements in supporting early-career employees is a common theme.Organizations must therefore tailor their policies to ensure that the benefits of hybrid working are equitably distributed,addressing not only productivity and engagement but also the well-being and career development needs of younger workers.Chapter threeDefining the hybrid generation 262025 BSI.All rights reserved.“Starting my first job just six weeks before Covid-19 hit meant I was thrown into a fully remote working environment almost immediately,which was a completely uncharted experience for both me and my employer.”Female,Australia27Evolving together:Enabling the hybrid generation to flourish2025 BSI.All rights reserved.The hybrid generation,which BSIs research focuses on,refers to those young people who began their working life just as,or just before the pandemic struck,or subsequently as lockdown measures began to influence working practices.To a large extent this is a generation for whom the entirety of their careers to date has been shaped and characterized by the experience of hybrid and remote working.Even those who have entered and remained in a traditional workplace setting,where onsite attendance is required,are aware of other colleagues or peer groups for whom hybrid or remote working is more commonplace.This has influenced how all young employees experience and think about the importance of location in work,as well as a number of other factors.1.4 Working structures Before the pandemic,remote and hybrid work were relatively uncommon on a global scale.Comprehensive figures are challenging to pinpoint but research estimates suggest that roughly 35%of the global workforce worked entirely remotely on a regular basis,with only a slightly higher percentage perhaps up to 510%engaging in some form of hybrid work,combining onsite and remote work.51 These figures also vary significantly by region,with advanced economies like the US and parts of Europe reporting slightly higher incidences compared to the global average.52 In any event,and regardless of the baseline position,the pandemic represented an unprecedented shock to the system for all,not least new career starters.The following insights about the hybrid generation are informed by our survey findings and focus groups from across a number of global markets and sectors.This includes a large sample of new career entrants that entered the workforce between 2019 and 2025.(See methodology for further details).51 Employment Outlook 2019.OECD Publishing,April 201952 Eurofounds Report on“Working Anytime,Anywhere”(2017)noted that remote work and hybrid arrangements were relatively uncommon,with hybrid working practices being limited to perhaps around 510%of workers.In the US specifically,Global Workplace Analytics(2017)estimated that approximately 33.4%of the workforce worked remotely on a full-time basis prior to the pandemic.Proportion of global workforce estimated to work remotely before Covid-193-5%Per centRemote and hybridSite based0 10 20 30 40 50 60 70 80 90TechnologyFigure 4:New career entrants by sector,first two years in the workforceFinancial ServicesEnergy&UtilitiesTransportation&LogisticsPharmaceutical/life sciencesBuilt Environment/PropertyManufacturing&Industrial GoodsFoodEducationRetail Healthcare practitioner28Evolving together:Enabling the hybrid generation to flourish2025 BSI.All rights reserved.Age and genderAccording to our data,during this period more than one in ten career starters spent their first two years working remotely(12%),with almost three in ten in a hybrid role(28%).There is,however,some variation in both age and gender.Those who joined the workforce younger(aged 16 to 20)are more likely to have worked primarily or fully onsite(62%)compared with older entrants,aged 26 and over(57%),many of whom will have left graduate or postgraduate study and more likely entered white collar or knowledge-intensive jobs where opportunities to work remotely are more available.During their first two years,male career starters were more likely to be in either remote or hybrid work structures(44%)compared to female counterparts(36%)although this figure has since narrowed to three percentage points with 38%of males now in predominantly off-site work compared to 35%of females.The discrepancy may be due to a higher representation among women in some industries that remained largely site based(73%of all those working in Healthcare were female)and a relatively low representation in sectors that were more likely to deploy hybrid and remote workers(37%of all staff in tech industries were female).Market and sectorsThere are also some notable differences between countries.China and Japan have the lowest proportion of career entrants in remote/hybrid work today(both 27%)while Japan is the only country surveyed with a majority or new entrants that are fully site based(57%).There are also some stark differences between sectors.Career starters in Technology were most likely to have worked either remotely(12%)or hybrid(43%)during their first two years.However,this is the only sector that had a majority of career starters working primarily off-site(55%).The position has changed marginally but most career starters are still currently working either remotely or in a hybrid capacity(53%).By comparison,in Retail(64%)and Healthcare(76%)career starters are most likely to be site based.There is also evidence that size of company has a bearing with smaller firms having a higher share of the workforce working in either a remote or hybrid structure(45%)compared to medium and large firms(both 36%).Given that larger companies are more likely to have formally documented procedures and policies,new starters in smaller firms may have faced additional challenges.“The learning curve in a new role can be really steep in a hybrid environment.Having written-down procedures,training guides,and structured onboarding is essential for new employees.”Female,Australia504540353025Per cent First two years Now2020 2021 2022 2023 2024 2025Figure 5:Career starters working hybrid or remote roles,by year they joined the workforce29Evolving together:Enabling the hybrid generation to flourish2025 BSI.All rights reserved.The longer trendUnsurprisingly,2020 represents a high mark,with career starters during that year much more likely to have experienced hybrid or remote working than those who entered the workforce before lockdown restrictions were enforced.In terms of current working structures,the overall trend indicates that the proportion of new career starters in remote or hybrid work has dropped away somewhat as return to site directives have started to take effect and as lockdown restrictions were lifted.New starters are now less likely to be working fully off-site than they were during the first two years of employment.Notably,however,this has not reverted to the pre-pandemic position.30Evolving together:Enabling the hybrid generation to flourish2025 BSI.All rights reserved.Preferred working structureWhen it comes to work preferences over half of early career starters say they would prefer to work either remotely(16%)or hybrid(37%).Over a quarter(27%)say they want to be fully site based,while just one in five(20%)say they want to be primarily site based.India sees the highest proportion of career starters wanting to be fully remote(25%)and China the lowest(8%)although China also has the highest wanting to be hybrid(47%).The US sees the highest proportion wanting to be fully site based(36%).There is little difference in terms of age or gender,with 53%of women wanting to be remote(18%)or hybrid(35%)compared to 52%for men.However,a higher proportion of female career starters would prefer fully remote working(14%).This is perhaps unsurprising given that at this early career stage,caring or parenting responsibilities may not be playing the role that they do further down the line.Of those currently working remotely,70%indicate that this is their preference,with 17%preferring for hybrid working.Similarly,70%currently in hybrid work indicate a preference to remain working in this way.Of those working primarily or fully onsite the majority indicate a preference for their current working structure(51%and 61%)although this preference is somewhat weaker.High preference rates for remote and hybrid working could have implications for sectors that require onsite presence.Industries may need to adapt to attract and retain talent in a world where remote and hybrid work are increasingly preferred.This might require the introduction of more flexible working practices,or enhancement to the workplace environment to meet the evolving expectations of the workforce.Ultimately,fully site based roles may require higher levels of compensation to remain desirable to talent.hybrid workers who would prefer to remain working in this way70%Figure 6:Preferred way of meeting with 3 colleagues or professional associates55%87S%89R5I%8CF%3QDEBA!S%In personOnlineNo preference0 0%UKAustraliaUSFranceIndiaGermanyChinaJapan31Evolving together:Enabling the hybrid generation to flourish2025 BSI.All rights reserved.Preferred interactions with colleagues and associatesJust under half(46%)of new career entrants express a preference for in-person meetings.While those who are primarily site based prefer face to face interactions(53%),remote and hybrid workers also appreciate this opportunity,with 35%still preferring in person meetings.There is,however,some variance across markets with the UK having the highest preference for in person meetings(55%)and Japan having the lowest.Of those who prefer to meet online 17%prefer their camera off in meetings,while 26%want to be camera on.In Japan 35%want their camera turned off,compared with just 5%in China,perhaps reflecting cultural preferences to retain personal privacy.When it comes to 1-2-1 conversations most career starters prefer to have these in person(52%)with a third preferring to do this online(11%with camera off,22%with camera on)and 7%via phone.France and the US especially value face to face(63%and 62%)respectively.Of those currently fully remote or hybrid,41%prefer to meet in person.The data highlights the need to balance the best of both worlds;a majority(around 53%in key markets)of people prefer hybrid or remote work,but still value in-person meetings(ranging from 27%to 55%).This suggests that the future of work may well be hybrid but there will still be a need for intentional in-person engagement.Rather than a simple remote versus in-office debate,this implies a shift toward a more flexibly structured workplace where workers expect autonomy but also value meaningful,well-planned in-person interactions(see also expectations around anchor days).Organizations that recognize this balance could have a competitive advantage in attracting and retaining talent.career starters who express a preference for in-person meetings462Evolving together:Enabling the hybrid generation to flourish2025 BSI.All rights reserved.1.5 Attitudes to work and expectations of workWorkplace structures clearly have a bearing on attitudes and expectations,including pay,and decisions about whether to stay in,or change jobs.In thinking about pay and other forms of compensation:64%of new career starters think that jobs requiring a full-time presence onsite should be paid more.Of those who are currently fully remote or hybrid,58%agree with this,compared with 67%of those who are site based.71%think that jobs requiring a full-time presence onsite should offer other flexibilities,for example,core hours or condensed/part-time working.67%of those who are currently in remote or hybrid roles say this.Half of career starters(51%)believe that there are additional economic benefits with remote and hybrid working.59%of those who are currently working in remote or hybrid roles,living more than an hour away from their organizations office,say they are able to save money by not travelling into work.Pay and commuting time are key concerns for this generation in considering new job roles that are fully onsite,with 57%saying their decision would be primarily driven by remuneration levels(rising to 65%in China and 64%in France),followed by commuting time(53%)and commuting costs(45%).In thinking about changes to current work structures:While noting that these are hypothetical scenarios and,in reality,decisions may be driven by economic necessity,35%say they would seek to leave their job if they had to work onsite all the time,although slightly more(38%)disagree.Almost half(49%)of those currently in remote or hybrid roles would leave their job if required to be onsite full-time.Conversely,a third say they would seek to leave their job if it was going fully remote,although 41%disagree on that point.Around a third(34%)of those who are currently in hybrid roles would leave their job if required to be fully remote.This suggests that overall new entrants are similarly attracted to,or repelled by,different working structures be they predominantly onsite or otherwise.However,those who are currently in remote/hybrid roles are more likely to anticipate seeking another job if working structures were to change.“For me,hybrid or remote work isnt just about flexibility.It speaks to company culture and the level of trust they place in employees to work independently.”Female,UK33Evolving together:Enabling the hybrid generation to flourish2025 BSI.All rights reserved.In thinking about future job roles:Again,acknowledging that this is largely an abstract line of questioning,38%say they would not consider taking a new job if it required being onsite full-time,rising to 51%among those who are currently in remote or hybrid roles.37%say they would not consider taking a new job if it was fully remote,but 38%disagree(implying they would).38%of those who are remote or hybrid say this.These findings indicate that the experience of hybrid workers will strongly influence decisions about future working preferences.This is something that employers will need to consider in thinking about new roles and how teams will need to function in the modern workplace.In thinking about other working practices:Most career starters believe that they should have the right not to be contacted outside of contracted working hours(67%),although this is slightly less among those who are currently in remote and hybrid roles(64%)perhaps reflecting an acceptance that out of hours contact is more likely to happen in roles where the division between work and home is blurred.During their first two years in the workforce nearly half of remote workers were also more likely to work from a vacation location(49%)while remote workers also tended to work outside of contracted hours(48%)more than fully site based workers.58%of all those currently in remote and hybrid roles agree that there should be anchor days or prescribed days for teams to be in the office together.20%of all new starters think that the availability of childcare or other caring responsibilities are important factors when considering new job roles.This rises to 24%among all women.would not consider taking a new job if it required being onsite full-time38X dg!QI)#68$A&6%AgreeDisagreeNeitherFigure 7:Views of new career starters currently in remote or hybrid rolesPay moreInclude a right not to contacted out of hoursOffer other flexibilitiesFull-time onsite jobs should.I would not consider taking a new job if it was.I would leave my job if.Full-time onsiteFully remoteto work full-time onsiteto work fully remote34Evolving together:Enabling the hybrid generation to flourish2025 BSI.All rights reserved.“In my previous role,the remote working culture blurred all boundaries.I was contactable at all hours,receiving messages on my personal phone late at night.”Female,UK“I prioritize coming into the office on anchor days because its the best way to build strong relationships and understand my colleagues beyond just their job roles.”Female,AustraliaSurvey respondents were mixed when asked whether they were more efficient at work or at home,59%of those who work in a hybrid structure say they are more efficient on site.This compares with 69%among those who are primarily site based,and 74%among those who are fully site-based.Nearly half(48%)say they are far more likely to work outside of contracted hours when working remotely,yet conversely the same proportion(47%)say they spend more time on non-work activities when at home.A key reflection that emerged was that young workers werent as knowledgeable about their role,so valued the in-person support.Those who were more experienced felt more comfortable working efficiently away from home.Further research is needed to understand the full effects of remote or hybrid models on individual efficiency across different working populations.59%hybrid or remote career starters say they can save money byliving more than an hour awayfrom work“Ive had to learn to set clear work-life boundaries like physically separating my workspace from my bedroom to maintain a healthier balance.”Female,UK 35Evolving together:Enabling the hybrid generation to flourish2025 BSI.All rights reserved.1.6 Experiences of work during the pandemic The experience of new career starters who worked through the pandemic or joined as it was coming to an end provides some insight into the emotional and psychological relationships of this generation.This includes how they interacted with colleagues and workplaces as well as how they view their work.New starters were immediately impacted by imposed working restrictions,with 16ing placed on furlough,temporary unpaid,or part-paid leave,across all markets and sectors.This suggests new starters experienced roughly consistent levels of furlough to the wider population(see analysis in the appendix),although figures vary.Between 2019 and 2025,8%of all new starters lost a job due to downsizing.Interactions at workAlmost a quarter(24%)of all career starters began a new job without meeting colleagues in person for at least three months.This rises to 35%among those who were working remotely.Some even started and left a job without meeting colleagues in person(7%),rising to 21%among remote workers.While most remote and hybrid workers(93%)were able to find a suitable workspace at home,17%reported that they worked in and slept from the same room,with 8%saying they worked from their childhood bedroom.Not everyone is able to separate their working and living space.36Evolving together:Enabling the hybrid generation to flourish2025 BSI.All rights reserved.Those who started work in 2020/21,in the peak of the pandemic,were more likely to have been isolated,with 29%not meeting colleagues in person for at least three months and 8%even starting and leaving without meeting colleagues in person.Overall,only 26%coped well with their job,although those in remote and hybrid roles indicate that they coped less well(22%)than those who were based onsite(29%).One in ten reported that they struggled to understand aspects of their role.Health and well-being in workSince the pandemic,there has been an observed global trend of all workers,of all ages,placing greater priority on their physical and mental well-being.Early retirement and leaving jobs that didnt support well-being,created the Great Resignation while the term quiet quitting has emerged to describe employees who have decided to do the minimum work required to satisfy their work obligations as a protest against the culture of overworking.53 These phenomena have drawn attention to the importance of mental health and well-being in the workplace.53 The term“Great Resignation”was coined by Anthony Klotz,an associate professor of management at Texas A&M University,to describe the significant number of employees leaving their jobs in the post-pandemic period.“I think some of those invaluable conversations happen when youre in person.”Female,UK“When you dont have anyone just sat next to you to ask a question to,it can feel a lot more formal.”Female,USPoor health reduces productivity and has significant social and societal impacts.Globally,the average worker takes roughly 7.8 sick days per year,although this figure varies significantly across countries and sectors.54 In 2023,this cost the UK economy 32.7bn in lost productivity.This marks the third consecutive yearly increase in lost productivity,from an estimated 24.6bn in 2021 and 30.7bn in 2022.If current trends continue,work absences due to long-term sickness will cost the UK economy 66.3bn a year by 2030 in lost productivity.55 In general terms it appears that the pandemic has had a moderate impact on health and well-being,at least for the hybrid generation.Overall,70%of career starters report having been absent from work for six days or less over the last year,due to illness or mental health challenges.21%have taken 1 3 days off 22%have taken 4 6 days 22%have taken a week or more 9%have taken off more than a month,and 27%have taken none54 OECD Health Statistics 2024,Definitions,Sources and Methods,Absence from work due to illness,OECD,November 202455 Work absences due to long-term sickness could cost the economy 66.3bn a year by 2030 in lost productivity,Zurich,February 20241-3 days4-6 daysA week or moreMore than a monthNone200%Fully site basedPrimarily site basedHybridFully remote23%8#%8#% #%!#%Figure 8:Days off due to illness in the last year37Evolving together:Enabling the hybrid generation to flourish2025 BSI.All rights reserved.However,one in ten(9%)have been absent due to illness for more than a month.Those who are fully site based are less likely to be absent due to illness,with 30%having taken no days due to illness compared with 24%for all those who are not fully site based.There are also some variations in absenteeism across markets.Japan(46%)and China(44%)are outliers in the proportion of new starters that have not been absent due to illness,compared to 27ross all markets.Among all industries the Tech sector has the lowest proportion of staff who have not taken time off due to illness(21%)compared with the built environment(34%)which has the highest proportion.This may reflect the physical injury risks associated with more manual roles.Relatively few(3%)of all new starters report that they lost or left their job because of their struggle with mental health.This figure is broadly equivalent across all forms of working structure,sector and market.38Evolving together:Enabling the hybrid generation to flourish2025 BSI.All rights reserved.“In my first job during Covid-19,my mental health was so bad.I hated the job,the whole situation.I really,really struggled.It was just the worst.”Male,UK“Were told our mental health is being prioritized.But then,theres not a lot of follow through on making any of that a reality.”Female,UKHowever,some clearly struggled with mental health issues during this period.Of those in hybrid roles,57%reported that their mental health was enhanced by this structure,with 59le to exercise more.However,a third(34%)said their mental health was negatively affected by working remotely during the pandemic,with half(49%)finding it hard to leave the house.Whilst hybrid working doesnt support everyones mental health,this does suggest it tends to support better physical and mental health.Amid increasing levels of chronic ill-health,and mental ill-health,such flexibility may bring significant productivity and health gains by keeping more people healthy and in work.Others felt that there was inadequate support for their mental health struggles from their employers.While most hybrid workers appear to find this structure helpful in striking a work-life balance it is clearly not suited to all new employees.There is some indication that hybrid roles might lead to,or reinforce,a sense of isolation or lack of workplace confidence.53%of hybrid and remote workers are more confident in virtual meetings,compared with 45%of all new starters,while almost a quarter(24%)of all those currently in remote or hybrid roles say social anxiety would influence their decision to take a site based role.39Evolving together:Enabling the hybrid generation to flourish2025 BSI.All rights reserved.Social activities The pandemic had a negative impact on how new employees were able to socialise with work colleagues,as well as in general.However,73%of all new starters have been able to make friends in their first job,while 55%regularly socialise with colleagues at the end of the day and 48%are able to engage in social activities with colleagues at least once a month.1.7 Progression and advancement in workSome of those who started their careers in 2020 and 2021,when lockdown restrictions were in force,felt that they missed out on a number of opportunities to advance their careers,including networking and training opportunities.Those who were fully site based were more likely to feel that they were missing out on opportunities for progression(16%)and networking opportunities(21%)compared with those in remote roles(13%and 16%respectively),although the large majority did not feel this way.This may be because of a higher expectation among site based employees that in normal circumstances there would be face to face networking opportunities that were unavailable during lockdown.This also applies to wider socialising with work colleagues.In contrast,for remote or hybrid workers,a greater number of progression opportunities may have become available,for example by virtue of being able to apply for jobs in any location.“I do feel like Ive missed out on some career progression opportunities.I think the natural trajectory of a career was disrupted,and I might have moved on to a bigger role sooner if not for that.”Male,UKNew starters who were able to make friends in their first job73Evolving together:Enabling the hybrid generation to flourish2025 BSI.All rights reserved.Conversely,remote workers are more likely to feel that they have missed out on training opportunities that they believed would have been on offer if the pandemic had not struck(27%)as well as performance reviews(20%)when compared with those in fully site based roles(24%and 11%respectively).Again,most career starters do not feel this way,with 28le to undertake remote training during this period and 15%having their performance reviews online.Nearly one in five hybrid workers(18%)were called onto site for training or performance reviews.At the same time,some felt that the pandemic presented opportunities that might not otherwise have been available.This is particularly strong among remote(15%)and hybrid(12%)workers who took a job that they believe they would not have been able to if it had been site based.Figure 9:Progression and networking opportunitiesI missed out on progression opportunities I missed out on networking opportunitiesPer cent0 5 10 15 2016!%Figure 10:Performance reviews and training opportunities I missed out on performance reviews I missed out on training opportunitiesPer centFully site basedPrimarily site basedHybridFully remote0 5 10 15 20 2524$% %Fully site basedPrimarily site basedHybridFully remote41Evolving together:Enabling the hybrid generation to flourish2025 BSI.All rights reserved.Outcomes for all new career starters are broadly positive,with 62%of all starters finding their first two years in work to have been a positive experience and 66eling fulfilled in their work at the moment.Among all those who started work during this period:40%have been continuously employed 23%have changed jobs at least twice,and 17%at least three times 17%have been promoted once and 12%at least twice.Of those who started in 20/2021,20%say they have been promoted once and 15%more than once 11%have had at least one pay rise,above standard company pay rises in line with inflation,and 13%have had more than one pay rise 30%are earning more than their starting salary Those currently in remote or hybrid roles are less likely to have been continuously employed,although they have changed roles and have been promoted more frequently than those in predominantly onsite roles.They have also benefited more from pay rises.This may indicate that during this period remote roles have offered less secure employment but higher rewards.Figure 11:I took a job that I would not have been able to take if it had been site basedFully site based Primarily site based Hybrid Fully remotePer cent0 2 4 6 8 10 12 14 167%Figure 12:Outcomes for new career starters37B$#%Remote/HybridOnsite0 0Pp%Continuously employedChanged jobs at least twiceChanged jobs three times or moreBeen promotedBeen promoted at least twiceHad one pay riseHad more than one pay42Evolving together:Enabling the hybrid generation to flourish2025 BSI.All rights reserved.Ambitions for the futureWhile most new starters feel loyal towards their current employer(63%)they are also clear that they will prioritize their own careers over their employers needs(63%).Over half(52%)expect to change career in their lifetime,50%expect to change career in the next ten years.Those in remote and hybrid roles have a slightly higher expectation of changing career.This can be understood in the context of an ageing society in many of the countries covered,where retirement ages are pushing upwards and the general expectation is they will be working for longer.A quarter of all starters are looking to change jobs in the next two years,with 13tively seeking a new role.But many are happy where they are with 37%saying they hope to remain in their current organization for the next five years,and 25%for ten.Achieving a work-life balance is the top ranked factor that motivates new career starters in their professional life(49%),with the majority of women identifying this as the most important factor(51%).This features higher than job stability(43%),financial incentives(39%),passion for the work(33%),development opportunities(27%),the organizations values(18%),and loyalty(16%).“I think the expectation to stay in one place for 10 to 15 years and build your career isnt realistic nowadays.”Male,UK“We work to live,we dont live to work.Having personal autonomy in a hybrid environment allows employees to make work decisions that actually suit their life while still adding value to their organization.”Female,Australia43Evolving together:Enabling the hybrid generation to flourish2025 BSI.All rights reserved.1.8 Reflections on the hybrid generationThere are clearly pros and cons to the experience of working through the Covid-19 years as a new career starter,albeit that this was not a situation people chose or had much control over(save for those who prolonged education as a result).Some in hybrid and remote roles feel that they were able to realize opportunities that might not otherwise have been available:others suggest the reverse.Many feel that remote working provides for a better work-life balance and enables them to be more productive and efficient in their job.In terms of progression in work,including promotions and pay,remote and hybrid workers appear to have faired marginally better than those in predominantly site based roles.Yet hybrid and remote working is not suited to everyone.Some clearly struggled with working from home for different reasons.For some the domestic environment was not ideally suited to work,especially where living and working spaces are shared.“The pandemic allowed me to access job opportunities in London while still living in Bristol,which I wouldnt have been able to afford otherwise.”Female,UK“When Covid-19 hit,I went from working in the city,to sitting across the dining table from my mum on Monday morning,trying not to get in each others way.”Male,UKIn certain cases,remote working had a disruptive and distracting effect,impacting efficiency and performance.Separating work from non-working time became more difficult to manage with some having to work beyond contractual hours,often late at night and during weekends.For others,the social isolation was more challenging.Typical steps like asking colleagues about aspects of a job,working with and between teams,were not always easily achieved remotely.For some this sense of isolation had a debilitating effect on mental health and well-being.However,the overall finding is that hybrid working offers benefits for both physical and mental health,and that having a work-life balance is the motivating force behind career decisions.44Evolving together:Enabling the hybrid generation to flourish2025 BSI.All rights reserved.It is clear that there is no single approach that works best,and it is those organizations that can offer the best of both worlds that are in the strongest position.While the majority of the hybrid generation prefer hybrid or remote work,a significant proportion still value in-person meetings.The future of work may well be hybrid but there will still be a continued need for in-person engagement.Shifting towards a more flexibly structured environment where workers expect both autonomy and in-person interactions will require greater insights into the characteristics and preferences of individual employees to shape the post-Covid-19 workplace.There may be a competitive advantage to be gained in terms of productivity and efficiency savings,particularly in terms of office space,as well as attracting and retaining talent.“If companies want to attract and retain Gen Z talent,they need to embrace flexible working because,for many of us,its all weve ever known.”Female,UK2025 BSI.All rights reserved.452025 BSI.All rights reserved.Chapter fourConclusions and recommendations Our research makes clear that there are fundamental differences between the hybrid generation and those before.That is not to say their expectations and attitudes are necessarily different.As with all workers,they want to grow their careers so they thrive personally and professionally,fuel their wider ambitions and contribute to society.They also recognize the value of in-person interaction and the social component of work.But they have been shaped by a confluence of factors that upended some of the traditional realities of working life.Pushing the clock back to 2020 is not realistic.Instead there is a need to consider what has worked over the past five years and what will work in future to build a strong,productive,resilient workforce.In particular,work-life balance isnt a nice to have for this cohort,it is an essential based on their experiences during the pandemic together with the expectation that they will be working much longer than previous generations.Not only that,but unlike previous cohorts,they will be unafraid to ask this of their employers.At the same time,our findings show that the global shift toward remote and hybrid working arrangements is multifaceted and influenced by a variety of cultural,technological and organizational factors.While the data suggests that increased flexibility of some nature improves employee satisfaction,including amongst career starters,the effectiveness of remote or hybrid working as a model for the long term depends on addressing systemic biases and ensuring equitable access to resources.Equally,it raises questions about future infrastructure needs that are as yet unsettled.What emerges is also that a strong culture transcends a physical workplace this and sharing values with their employer matters to todays career starters.Work structures have changed,but an authentic,open,collaborative and sociable organizational culture,built around trust,is key to keeping the workforce motivated,engaged and productive.This includes a focus on both effective line management that allows for autonomy and on development and training opportunities.With hybrid models unquestionably here to stay,these should be reframed from something happening to business to an opportunity and potential driver of productivity,well-being and economic rebalancing.This shift can be embraced as a tool to enable individuals to work in the way that best suits their skills and wider physical or mental health and well-being needs,while giving employers access to a wider pool of talent,all ultimately contributing to economic growth.Future research should continue to explore these dynamics,with an emphasis on developing context-specific strategies that optimise hybrid work for diverse populations across the globe and ensure career starters get the support and training they need to thrive.46Evolving together:Enabling the hybrid generation to flourish2025 BSI.All rights reserved.Work-life balance isnt a nice to have for this cohort,it is an essential.47Evolving together:Enabling the hybrid generation to flourish2025 BSI.All rights reserved.1.Create a consistent culture of trust that treats employees with respect Career starters are craving connection,hands-on management and a positive culture.Above all,they want a shift towards trust-based work models where employees have more flexibility across the board and where expectations are clear and consistent.For employers,that means empowering individuals where possible to work in the way that best suits them and meets their physical and mental health and well-being.Todays workers are weighing up everything from remuneration to commuting time and cost,opportunity for hybrid work,and wider organizational purpose and culture.Employers need to be thinking about the full employee value proposition to attract and retain the best talent.2.Consult and communicate Our data paints a diverse picture of priorities and expectations.Organizations need to know what their workforce wants before addressing it.Equally,leaders need to bring people together not contribute to a generational infighting.Wanting work-life balance isnt laziness,for example.Instead of assuming they have unrealistic expectations,its time to start listening to the generations and encouraging greater communication.3.Embrace the best of both Some roles and some sectors require a physical presence,and many organizations understandably want a return to full-time in person working.Equally,in sectors where this is not necessary,many career starters define their office as anywhere with internet access.To strike the right balance,employers need to clearly articulate the benefits of being physically present and how these align to the practicalities of commuting,office space,accessibility considerations and beyond.Where roles are necessarily site based,employers may need to offset this with other flexibilities.Where hybrid is possible,this means implementing flexible policies that support third-space working(work outside the home or office),or evolving workspaces into connection hubs designed to support meaningful collaboration,where it is clear why people are being brought together.Recommendations48Evolving together:Enabling the hybrid generation to flourish2025 BSI.All rights reserved.4.Future-proof your talent pipeline Building a strong future fit workforce means having access to the greatest pool of talent.Hybrid models can be part of a strategy to utilize the skills of the wider population,by creating a workforce inclusive of those who would otherwise be locked out based on location,and inaccessible to those with health,mental health or neurodiversity needs.Organizations should tailor their work policies to ensure that the benefits of hybrid working are equitably distributed,addressing not only productivity and engagement but also well-being and career development needs.Employers should see the changes of the past five years as an opportunity to create a more socially mobile,diverse and ultimately more productive workforce and shore up their talent pipeline.This also means understanding local needs and cultural norms across a global workforce.5.Offer development beyond the linear career path Set to work into their 70s,todays career starters expect to pursue multiple paths.However,they are keen to stay in their companies if they can.To retain talent,organizations need to support unconventional career paths,lateral moves and job redesign,and provide training that goes beyond specific roles.Effective line management is a critical part of this.In a hybrid reality,different skills may be needed and it is vital for organizations to invest in this so that managers can provide the same valuable support they received at the start of their careers.6.Meet technology needs A flexible structure rests on employees being equipped with the technology they need wherever they are,rather than expecting them to rely on personal devices.For employers,its critical to invest in professional collaboration tools that ensure in person,hybrid and remote employees can engage equally in virtual meetings and provide training in inclusive hybrid meeting practices to bridge engagement gaps.Employers should also be alive to the information and data security implications of remote work,particularly around confidentiality especially amongst career starters in houseshares or who may be using insecure Wi-Fi.Technologies like Multi-Factor Authentication,secure remote access solutions,and endpoint protection can help secure critical systems and data,no matter where employees are accessing them.Providing dedicated work devices can further build security into digital systems,as well as supporting work-life balance.49Evolving together:Enabling the hybrid generation to flourish2025 BSI.All rights reserved.What the hybrid generation should be thinking about Plan ahead:Traditionally choosing a career path should focus on skills and what you enjoy doing.Think about structure and set up too do you want to be onsite or not?How much interaction do you need to motivate you?Set boundaries:Covid-19 blurred the lines between home and work,and technology exacerbates this,but that shouldnt be the norm.Wherever or however you work,its key to accommodate your employers expectations but also protect that separation,to avoid burnout.Demand support:Managers are still learning to navigate hybrid management,and they wont always get it right.If you need more hands-on guidance,dont be afraid to ask.Appendix The impact of Covid-19 on young people in work502025 BSI.All rights reserved.The pandemic affected the economies of all countries as a result of public health measures and social distancing.The immediate impact and subsequent recovery have varied between nations depending on the composition of their economies,the severity of the virus,and the effectiveness of the public health response,including development and implementation of vaccines.In all cases labour market performance has been shaped by this experience and the different policies which governments have taken to protect themselves against economic shocks and to limit the rise in unemployment.Young people in work,particularly those leaving education and looking to enter the workforce for the first time,were particularly vulnerable to the impact of Covid-19.1.9 International comparisons The pandemic had severe negative impacts on the global economy.During 2020,the worlds collective gross domestic product(GDP)fell by 3.4%,with most nations experiencing large falls in economic output.The UK was one of the advanced economies in which the pandemic took a particularly heavy toll on real GDP,compared to the Netherlands,Japan and the US.Its important to note that there are many differences between countries in the way that official statistics are recorded.Notwithstanding these differences,the UK experienced higher rates of infection,hospitalization and deaths than most other countries.The UK,and especially England,has one of the densest urban populations among advanced economies,1 which made social distancing more challenging.This resulted in longer and stricter lockdowns than other advanced economies,leading to a deep recession and a challenging recovery path,exacerbated by external factors such as uncertainty over withdrawal from the European Union.2 1 Land use statistics:England 2022,Gov.UK,October 2022(Note:Less than 10%of land in England is for developed use).2 The UK formally exited its membership of the EU on 31st January 2020,two months before implementing the first national lockdown.Source:OECD,ONS,OBR1Per cent0 -2 -4 -6 -8 -10 -12 -14 -16 -18Figure 1:Shortfall in real GDP with and without government consumptionSpainUKItalyFranceBelgiumCanadaGermanyUSJapanNetherlandsReal GDPReal GDP excluding government consumptionAppendix 151Evolving together:Enabling the hybrid generation to flourish2025 BSI.All rights reserved.According to IMF estimates the need for social distancing accounted for around half of the total decline in global economic activity associated with the pandemic.3 The economic impact of the pandemic was uneven across countries,with some nations facing particularly severe challenges due to preexisting vulnerabilities such as high fiscal deficits,economic structures more exposed to shocks,and heavy reliance on specific industries such as tourism or commodity exports.Tourism dependent economies such as Southern European countries(Spain,Italy,Greece)Caribbean nations and small island economies experienced deep economic contractions.The reduction in both international and domestic travel led to significant revenue losses,high unemployment,and a severe downturn in related industries such as Hospitality,Retail,and Transportation.3 World economic outlook:Chapter 2 Dissecting the Economic Effects,IMF,October 2020Emerging market economies such as Brazil,India,and Mexico suffered considerable GDP contractions.High infection rates,coupled with health systems under pressure and limited fiscal buffers,led to massive disruptions in both supply chains and labour markets.Additionally,these countries faced challenges in balancing public health measures with economic activity,which exacerbated job losses and reduced economic growth.The pandemic triggered a historic collapse in oil prices due to a sudden drop in demand,which severely impacted economies that rely heavily on energy exports.In these countries,reduced oil revenues led to budget deficits,cuts in public spending,and broader economic instability.52Evolving together:Enabling the hybrid generation to flourish2025 BSI.All rights reserved.1.10 Impact by sector Differences in the sectoral composition of economic activity across countries also explains some of the main differences in economic output.Covid-19 had far-reaching effects on virtually every part of the global economy,but several sectors experienced particularly severe disruptions,which in turn will have shaped participation in those industries amongst career starters during that period.In contrast,workers in the knowledge economy including technology sectors,publishing,scientific research and development,and higher education were better able to withstand the economic shock.Travel,Tourism,and AviationBorder closures,lockdown measures,and travel bans led to an unprecedented drop in international and domestic travel.Airlines saw dramatic declines in passenger numbers,resulting in massive revenue losses,grounding of fleets,and a significant reduction in flight schedules.4 Hotels,resorts,and attractions suffered as tourism plummeted.5 This ripple effect extended to local businesses reliant on tourist spending,from restaurants to tour operators.6Hospitality and LeisureMore generally restaurants and bars were deeply impacted by social distancing mandates,capacity limits,and closures hit the food and beverage industry hard.Some establishments were able to pivot to take away and delivery via online platforms,but many establishments struggled with reduced footfall and were forced to shut down temporarily or permanently.7 Entertainment venues such as cinemas,theatres,concert halls,and sports arenas were either closed or operated under strict restrictions,greatly impacting revenues and employment in these sectors.4 Economic Performance of the Airline Industry,International Air Transport Association,2020,2021.5 United Nations World Tourism Organisation Tourism Highlights,UNWTO,2020 Edition,January 20216 Economic Impact Reports,2020,World Travel&Tourism Council,accessed March 20257 Covid-19:Implications for business in 2020,McKinsey,December 202053Evolving together:Enabling the hybrid generation to flourish2025 BSI.All rights reserved.The economies in the UK,Italy and Spain are somewhat more weighted towards this type of high-contact social consumption,which was reflected in greater falls in spending in these countries.8 RetailNon-essential retail in physical stores faced significant challenges as lockdowns and social distancing measures curtailed in-person shopping.9 While some businesses shifted to online sales,many smaller retailers were unprepared for the rapid transition to e-commerce,leading to store closures and job losses.10 Manufacturing and Global Supply ChainsManufacturing sectors,especially those reliant on just-in-time production,faced shutdowns or severe slowdowns due to localized outbreaks and supply chain interruptions.11 Industries such as automotive manufacturing and electronics were particularly affected,as delays in obtaining components from across the globe disrupted production lines.8 Economic and fiscal outlook,OBR,March 20219 NRF 2021 Retail Trends Report,National Retail Federation,202110 The Great Retail Shift,McKinsey Global Institute,202011 Global Economic Prospects,World Bank,June 2020 and ILO reports on Covid-19s impact on global supply chains.EnergyWith travel and industrial activities curtailed,global energy demand dropped sharply,leading to significant fluctuations in oil and gas prices.12 The energy sector experienced extreme market volatility with periods of oversupply and steep price declines,which,in turn,had broader implications for economies heavily reliant on energy exports.13Event-Based and Personal ServicesMajor conferences,exhibitions,and events dependent on large gatherings were postponed or moved online,which affected industries built around live events and networking.Sectors such as fitness centres,salons,and other personal care services also experienced closures and reduced customer demand due to health concerns and restrictions.14Overall,the sectors most impacted were those dependent on physical interaction and mobility.The sudden need for social distancing and lockdowns forced a rapid and often painful restructuring of business models.While some industries,particularly those related to digital services,managed to thrive or adapt,traditional sectors like travel,hospitality,and in-person retail faced steep declines and recovered gradually as restrictions eased and consumer confidence rebuilt.12 US Short-Term Energy Outlook,Energy Information Administration,202013 Monthly Oil Market Report,OPEC,December 2020.14 Covid-19:A One-Year Update,PwC,202154Evolving together:Enabling the hybrid generation to flourish2025 BSI.All rights reserved.The impact was also felt according to organization size,with smaller firms,informal businesses,and enterprises with limited access to formal credit all hit more severely.Larger firms entered the crisis with the ability to cover expenses for up to 65 days,compared with 59 days for medium-size firms and 53 and 50 days for small and microenterprises,respectively.Moreover,micro-,small,and medium enterprises are overrepresented in the sectors most severely affected by the crisis,such as Accommodation and Food Services,Retail,and Personal Services.1515 World Development Report 2022,Finance for an Equitable Recovery,Chapter 1,The World Bank,accessed March 20251.11 Labour market performanceLabour markets globally experienced significant disruption during Covid-19,although there were noteworthy divergences within and between countries.Unemployment among G7 nations was mixed,with the US,followed by Canada,experiencing the highest levels of unemployment at the height of the crisis in April 2024.By comparison Japan,followed by Germany and the UK,managed to keep unemployment down to pre-pandemic levels.16 12 8 4 0Per centSource:https:/data.oecd.org/unemp/unemployment-rate.htm.rate.htm France Germany Japan UK US2019-12 2020-02 2020-04 2020-06 2020-08 2020-10 2020-12Figure 2:Unemployment trends among G7 nations December 2019 to January 2021(%)55Evolving together:Enabling the hybrid generation to flourish2025 BSI.All rights reserved.While unemployment soared in the US to a peak of near 15%,the highest level since the Great Depression and a nearly fourfold increase since the pre-Covid-19 figure of 3.5%,the unemployment rate in Japan rose by just two-tenths of a percentage point,to 2.6%.Wages and working hours also remained relatively stable,despite output shrinking by 2.2%in the first three months of 2020,pushing the country into recession.These stark differences in labour market performance can be explained by social,demographic and epidemiological factors as well as the policy approaches taken by different countries.16Prior to Covid-19,Japan had one of the tightest labour markets in the global economy,with many companies struggling to recruit.Unlike the US,the country avoided a devastating spike in coronavirus cases,allowing it to keep more of its economy open.Businesses were asked to close on a voluntary basis during a state of emergency that lasted just a month and a half.16 Why Japans Jobless Rate Is Just 2.6%While the U.S.s Has Soared,The New York Times,June 2020,updated March 3,2021 But those differences account for only part of the gap.The rest comes down to a fundamental divergence in attitudes and labour policies.While in the US it is common to lay people off when the economy suffers,in Japan this is both culturally and practically difficult,with Japanese companies more likely than their US counterparts to prioritize employees interests over those of shareholders,focusing on the sustainability of their business rather than maximizing growth.Japans workforce puts in some of the longest hours in the world,but employers are expected to provide job security in return in many cases,for life.Japan,like many other countries,introduced a job retention scheme to furlough employees who were unable to work.This enabled economies that retained employeremployee links to recover more quickly in terms of labour market participation.17 While job retention schemes offered widespread support,participation varied between countries.Take up in the UK(15%)was among the among the highest compared with Germany(5%)and Japan(2%)which was far lower than most other countries due to many businesses remaining open.1817 Coronavirus:how countries supported wages during the pandemic,Institute for Government,November 2020 18 The impact of the Covid-19 on G7 labour markets,1st meeting of the G7 Employment Task Force,OECD,ILO,March 2021CountrySchemeFigure 3 AustraliaJobKeeper paid AU$1,500 per employee per fortnight to eligible businesses.FrancePayments to employees were 70%of pre-crisis pay up to a cap.GermanyProportion of prior wages paid by the government increased from 60%for the first three months to 70%for the fourth to sixth months and then to 80%from the seventh month(extra 7%for parents).JapanJob retention scheme to furlough employees on 60 percent of their wages.UKCoronavirus Job Retention Scheme paid furloughed workers 80%of their previous salary,up to a cap of 2,500 a month.USThe Paycheck Protection programme guaranteed loans covering wage and other costs,such as healthcare insurance,for small businesses with fewer than 500 employees for up to eight weeks.56Evolving together:Enabling the hybrid generation to flourish2025 BSI.All rights reserved.1.12 Youth unemploymentAlthough many jobs were protected during Covid-19,some groups were more vulnerable.This included young people who experienced a higher rate of job losses as well as reduced hours.Not only were opportunities for young people to enter the labour market restricted during the pandemic,it was also the case that the sectors that traditionally employ a larger proportion of younger or first-time workers were disrupted significantly.Many relying on part-time,seasonal,or entry-level positions in tourism,hospitality and leisure were disproportionately affected.Retail positions,commonly filled by young workers,including many in part-time or temporary roles,experienced widespread job losses.Creative industries,particularly live events,performing arts,and cultural festivals,were cancelled or postponed as social gatherings became restricted while other service-based roles such as fitness centres,salons,and other personal services were also significantly affected by lockdown measures.Despite the sudden drop in demand leading to layoffs and uncertainty about l
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Pudong New Area Office of Comprehensive Law-based Governance Commission Shanghai Pudong New Area Committee of the Communist Party of ChinaMarch 2025White Paper On Foreign-related Rule of Law Development in Pudong New Area ContentsForeword.1 I.Upholding Core Principles and Advancing Foreign-related Rule ofLaw.2(I)Consolidated Partys Comprehensive Leadership.2(II)Enhanced Institutional Provisions.4 II.Adhering to Effective and Full Use of Legislative Authorization toDeliver Best Institutional Provision.5(I)Establishing a Legislative Mechanism.6(II)Strengthening Institutional Provision.7(III)Promoting the Effective Enforcement of Legal Mechanisms.10 III.Focusing on First-Class Business Environment Creation andHigh-Quality and Efficient Implementation Systems.11(I)Advancing Diversified Foreign-Related Disputes Resolution Processes.12(II)Improving the Comprehensive Foreign-Related Prosecution Functions.14(III)Continuing to Strengthen Intellectual Property Law Enforcement.15(IV)Optimizing the Management and Service of Foreign Nationals.18(V)Strengthening Foreign-Related Legal Publicity and Services.18 IV.Sticking to International Best Practices and Creating aHigh-Standard International Legal Services Hub.20(I)Exploring New Practices in Foreign-Related Legal Services.20(II)Building an International Legal Services Cluster.24(III)Building a Hub for Foreign-Related Rule of Law Talent.29 Concluding Remarks.32 Foreword In November 2023,General Secretary Xi Jinping delivered an important speech during the tenth collective study session of the Political Bureau of the Central Committee of CPC.In his speech,he elaborated on the significance,guiding principles,objectives,and key measures for strengthening the development of foreign-related rule of law.In July 2024,the 20th Central Committee convened its Third Plenary Session and adopted the Resolution of the Central Committee of the CPC on Further Deepening Reform Comprehensively to Advance Chinese Modernization,which includes a dedicated section on improving the socialist legal system with Chinese characteristics.The decision explicitly calls for strengthening foreign-related rule of law,highlighting the crucial role of the rule of law in safeguarding Chinese modernization and underlining the significance of advancing foreign-related legal frameworks in the current context.In recent years,following the directives of the Central Committee and the Shanghai Municipal Committee of CPC,Pudong New Area has consistently pursued institutional experimentation,stress testing,and innovative approaches in foreign-related legal development.It has taken an integrated approach to advancing legislation,law enforcement,administration of justice,legal compliance,legal services,and legal talent development in foreign-related fields.The goal is to build a foreign-related legal system and capacity that aligns with the requirements of high-quality development and high-level opening-up.Pudong has strived to foster a market-oriented,law-based,and international business environment,thereby providing strong legal support for its leading role in Chinas higher-level reform,opening-up,and innovation-driven development.Marking the fifth anniversary of the introduction of Xi Jinpings Thought on the Rule of Law,this White Paper on the Foreign-Related Rule of Law Development in Pudong New Area is issued to provide a comprehensive overview of the recent initiatives and progress in this regard.1 I.Upholding Core Principles and Advancing Foreign-relatedRule of LawIn October 2020,General Secretary Xi Jinping delivered an important speech at the celebration of the 30th anniversary of Pudong New Areas development and opening-up,emphasizing that Pudong should focus on promoting institutional openness in rules,regulations,management,and standards,provide high-level institutional support,high-quality products,and efficient financial services to better participate in international cooperation and competition.In recent years,Pudong New Area(hereinafter“Pudong”)has focused on the priorities of advancing foreign-related rule of law,continued to improve the working mechanism and safeguard mechanism for its development.With coordinated,practical,and efficient efforts,Pudong has integrated foreign-related rule of law development into its broader development strategies,offering strong legal support for key initiatives such as the leading area development,free trade zone(FTZ)development,and other comprehensive reform pilots.(I)Consolidated Partys Comprehensive Leadership1.Precise Grasp of Core PrinciplesIn December 2023,the Pudong New Area Committee of CPC(hereinafter“Pudong Committee”)convened a standing committee meeting to study and implement the key directives from General Secretary Xi Jinpings speech during the Tenth collective study session of the Political Bureau.In February 2024,the Pudong Study Group held a special seminar where Professor Huang Huikang,a distinguished scholar from Wuhan University,delivered a lecture titled The Contemporary Logic of Strengthening Foreign-Related Rule of Law to senior government and Party officials across the district.To institutionalize legal competency among leaders,the Pudong New Area Law-based Governance Commission Office(hereinafter“Pudong Law-based Governance Commission Office”)and the Office for Legal Publicity jointly issued the Implementation Opinions on Establishing a Legal Knowledge Checklist System for Leading Officials in Pudong New Area in 2023,which explicitly incorporates foreign-related laws and regulations into the mandatory legal knowledge framework for government officials.Additionally,Pudong has established a foreign-related rule of law research mechanism,using research topic selection and evaluation as key drivers to deepen theoretical studies.The research has focused on critical areas such as tax law issues in offshore bond issuance,comparative studies on foreign commercial 2 legislation,coordination mechanisms for foreign-related intellectual property dispute resolution,and special licensing systems for Chinese nationals practicing foreign law.These initiatives have resulted in a series of theoretical and practical outcomes in foreign-related rule of law.2.Improved Working ProcessesUnder the framework of comprehensive rule of law governance,Pudong has coordinated the development of foreign-related rule of law and continues to improve the system and working processes for Partys leadership in this regard.It has established a governance structure with the comprehensive leadership of the Pudong Committee.This includes unified coordination by the Pudong Law-based Governance Commission,as well as five specialized coordination groups focusing on governance,law enforcement,judiciary,law compliance education,and administrative prosecution.Foreign-related rule of law development is an important part of Pudongs overall rule of law efforts.Through regular meetings of the Rule of Law Committee,Pudongs foreign-related rule of law is studied in-depth and systematically planned.Moreover,the Pudong Law-based Governance Commission Office holds periodic meetings to coordinate and promote the work for foreign-related rule of law.In 2025,the Pudong New Area Justice Bureau(hereinafter“Pudong Justice Bureau”)will establish a Foreign-related Rule of Law Department in its internal offices,which will operate under the unified leadership of the Pudong Committee.This department will explore the establishment of an integrated mechanism for advancing foreign-related legislation,law enforcement,judiciary,law-compliance education,legal services,and legal talent development,so as to put in place a well-coordinated working mechanism for the foreign-related rule of law efforts.3.Strengthened AccountabilityIn 2017,Pudong Committee issued the Implementation Opinions of Pudong New Area on Implementing the Rule of Law Development Accountability System,which incorporates the effectiveness of the rule of law development into the assessment of the performance of the principal leaders of the Party and government.Since 2020,the latest work requirements for foreign-related rule of law development issued by the Central Office for Comprehensive Law-based Governance Commission,the Shanghai Municipal Office for Comprehensive Law-based Governance Commission,and the key measures promoted 3 by the Pudong Committee and Government have been incorporated into the accountability system for the Partys exercise of full and strict governance,so as to strengthen supervision and enforcement.Foreign-related rule of law development has also been included in the annual legal performance reviews of the first responsible persons of various departments,reinforcing the capacity and level of leadership to promote their work with an international legal perspective.At the same time,the role of legal supervision is being effectively utilized to ensure the successful implementation of key tasks in foreign-related rule of law development.(II)Enhanced Institutional ProvisionsAt the central level,in April 2021,the Central Committee and theState Council jointly issued the Opinions on Supporting Pudong New Area in Leading High-Level Reform and Opening-Up to Build a Leading Area for Socialist Modernization(hereinafter Leading Area Opinions),which clarifies the need to strengthen the alignment of domestic rules with international ones in areas such as commercial dispute resolution.In January 2024,the Implementation Plan of Pudong New Area for the Pilot Integrated Reform(2023-2027)was issued.This Implementation Plan designates innovating mechanisms for mediation and arbitration of foreign-related commercial disputes and improving a high-standard market rule system as key reform initiatives.These measures aim to accelerate Pudongs alignment with high-standard international economic and trade rules,and to steadily expand institutional openness in areas such as rules,regulations,management,and standards.At the municipal level,in December 2014,the Shanghai Municipal Justice Bureau issued the Implementation Measures for Foreign and Domestic Law Firms Sending Lawyers as Legal Advisors in the China(Shanghai)Pilot Free Trade Zone and the Implementation Measures for Joint Ventures between Foreign and Domestic Law Firms in the China(Shanghai)Pilot Free Trade Zone.These Implementation Measures initiated the pioneering pilot program for sending legal advisors between foreign and domestic law firms within the free trade zone for the first time in China.In December 2023,the General Office of the Shanghai Municipal Peoples Government issued the Implementation Plan for Supporting Pudong in Building a Core Area for the Shanghai International Legal Services Center to Serve the Development of a Socialist Modernization Leading Area(Core Area Implementation Plan).This Implementation Plan supports Pudong in aligning with the highest 4 international standards and best practices,positioning the Shanghai International Legal Services Center Core Area as a new identity for Pudong.Moreover,to further assist Pudong in building a more open and efficient international commercial dispute resolution mechanism,related supporting policies have been introduced by the Shanghai Municipal Peoples Congress Standing Committee and the Shanghai Municipal Justice Bureau.In November 2024,the Shanghai Municipal Peoples Congress Standing Committee issued the Provisions on Promoting Commercial Mediation in Pudong New Area,which supports and promotes the development of commercial mediation in Pudong and explores a mediation system that combines both Chinese practices and international standards.In June 2024,the Shanghai Municipal Justice Bureau issued the Procedures of Shanghai Municipality on Promoting Ad-hoc Arbitration for Foreign-Related Commercial Maritime Disputes(Trial Implementation),providing a basis for the practice of ad-hoc arbitration in Shanghai.These Procedures establish a special section for Pudong,prescribing that foreign-related commercial maritime disputes between enterprises registered in Pudong and domestic and foreign parties may agree on ad-hoc arbitration.II.Adhering to Effective and Full Use of Legislative Authorization to Deliver Best Institutional ProvisionThe Leading Area Opinions explicitly authorize the Shanghai Municipal Peoples Congress and its Standing Committee to formulate regulations based on the needs of Pudongs reform and innovation practices,in accordance with the Constitution and the fundamental principles of laws and administrative regulations.These regulations can make adjustments to laws,administrative regulations,and departmental rules to be implemented in Pudong.For areas where laws or regulations are temporarily unavailable or unclear,Pudong is supported in taking the lead in developing relevant management measures.In June 2021,the National Peoples Congress Standing Committee made a decision to authorize the Shanghai Municipal Peoples Congress and its Standing Committee to formulate regulations for Pudong.Subsequently,the Shanghai Municipal Peoples Congress Standing Committee made a decision to strengthen the legal guarantee for Pudongs high-level reform and opening-up and to formulate regulations for Pudong.5 This authorization to formulate regulations and management measures provides strong legal support for Pudong to boldly experiment,innovate,and independently reform,as well as offering robust legal protection for the strengthening of institutional provision in foreign-related areas.(I)Establishing a Legislative Mechanism1.Strengthening Legislative CapacityThe legislative functionaries in Pudong actively participate inlegislative training programs organized by higher-level authorities such as the Ministry of Justice,the Shanghai Municipal Peoples Congress Standing Committee,and the Shanghai Municipal Peoples Government,to keep informed of foreign-related legislative matters.Pudong has also established a district-level legislative training mechanism.In November 2023 and October 2024,Pudong held training sessions on legislative work to enhance the ability of corresponding local officials to participate in and draft foreign-related regulations and management measures for Pudong New Area.In order to learn from the legislative experiences of domestic counterparts,Pudong has conducted several research trips to Shenzhen,Hainan and others to study the legislative practices in special economic zones and free trade ports.2.Developing a Legislative Demand ListPudong has established a mechanism for collecting anddynamically updating legal demands.By drawing on the legislative experiences of special economic zones and cities in the Yangtze River Delta,Pudong has prepared a catalogue of legislative demand projects.The Five-Year Plan of Pudong New Area Regulations and Management Measures(2023-2027)has been released to the public.Several foreign-related legislative projects included in it are aimed at strengthening the global resource allocation function and promoting institutional opening.3.Appointing Legislative ExpertsPudong has established two expert databases:one is the PudongNew Area General Legislative Expert Database,which includes 43 experts,and the Pudong Justice Bureau Lawyers Database for Legislation,which includes 100 lawyers.Among these,several domestic experts with extensive knowledge of international legal rules have been appointed,and three experts from the United States,the United Kingdom,and Hong Kong have been included in the General Legislative Expert Database.6 7 4.Establishing Local Legislative Outreach OfficesStarting in June 2021,the Standing Committee of the PudongNew Area Peoples Congress established 23 district-level legislative outreach offices,some of which are foreign-invested enterprises such as Volvo Construction Equipment(China)Co.,Ltd.In May 2023,Pudong New Area Peoples Government(hereinafter“Pudong Government”)established the first batch of 18 local legislative outreach offices in places including the Shanghai representative office of Kirkland&Ellis LLP,BASF(China)Co.,Ltd.,and other foreign law firm offices and foreign-invested enterprises.The establishment of these local outreach offices not only allows foreign nationals to directly voice their concerns to legislative bodies,but also strengthens the awareness and influence of Pudongs rule-of-law achievements among foreign nationals.(II)Strengthening Institutional Provision1.Providing Stronger Legal Protection for International TradeFacilitation Aligning with international best practices and promoting trade facilitation are key initiatives for Pudong in fostering a first-class market-oriented,law-based,and international business environment.These efforts also serve as important focal points in the formulation of regulations and administrative measures for Pudong.The Provisions on Improving the Development of Zhangjiang Biopharmaceutical Industrial Innovation Hub in Pudong New Area establish a joint regulatory mechanism for the entry and exit of special items,such as microorganisms,human tissues,biological products,and blood products,improving customs clearance efficiency.The Several Provisions on Transactions of Cultural Artifacts and Artworks in Pudong New Area formalize the temporary entry and exit system for cultural artifacts,and the Shanghai Free Trade Zones bonded area implements an extension upon application system for the temporary entry of cultural artifacts.This allows for continuous applications for extension,with physical inspections required when extending beyond two years.The Several Provisions on Promoting the Development of Financial Leasing in Pudong New Area introduce provisions for offshore leasing of foreign debt registration and the collection of rents in foreign currencies to address the challenges in the development of offshore financial leasing.The Several Provisions on Promoting the Development of Bonded 8 Maintenance Services in Pudong New Area expand the scope of bonded maintenance services,allowing enterprises in special customs supervision areas to engage in maintenance services within the bonded product catalog.Pilot programs for“both ends overseas”bonded maintenance services outside the catalog are also permitted.The Several Provisions on Exempting Certain Products from Mandatory Certification in Pudong New Area grant Pudong the authority to recognize enterprises eligible for the CCC exemption channel,eliminating the restrictions on the number of applications and the duration of use.The Several Provisions on Facilitating the Regulation and Administration of Specialized Biopharmaceutical Products Imports and Exports in Pudong New Area clarify that enterprises passing comprehensive evaluations can enjoy customs clearance convenience,addressing the bottleneck of large-scale import and export of special biomedicine items.The Several Provisions on Guaranteeing the Supply of Medicines and Medical Devices to International Voyage Ships in Pudong New Area provide institutional support for Pudong to be the first in China to offer pharmaceutical and medical device supply services for international voyage ships.The Provisions of Shanghai Municipality on Facilitating the Innovation and Application of Connected and Autonomous Vehicles in Pudong New Area and the Several Provisions on Advancing the Innovative Use of Unmanned Driving Equipment in Pudong New Area regulate the export of important data collected and generated during the innovative applications of unmanned vehicles and equipment.The Several Provisions of Shanghai Municipality on Promoting the Application of Blockchain-empowered Electronic Documents in Pudong New Area facilitate the trustworthy,convenient,and secure application of electronic documents,promoting the aggregation and circulation of data in fields such as shipping and trade.2.Providing Stronger Legal Protection for Institutional OpeningAdvancing institutional opening requires achieving alignmentand compatibility in rules,regulation,management,and standards in the course of opening-up,fostering a transparent,stable,and predictable institutional environment.Several regulations and management measures of Pudong are designed to provide stronger legal support for advancing institutional opening.The Several Provisions of Shanghai Municipality on the Sustainable Finance Development in Pudong New Area support qualified domestic and foreign institutions in establishing financial entities such as banks,securities firms,insurance companies,fund management firms,and trusts,to provide financial services for improving the ecological environment,addressing climate change,and promoting resource conservation and efficient utilization in various economic and social activities.The Several Provisions of Shanghai Municipality on Enhancing Open Competition and Advancing New Research and Development Institutions in Pudong New Area provide that factors such as nationality,age,qualifications,academic background,work experience,and organizational affiliation cannot be used as eligibility criteria for domestic and foreign talent and teams to take leadership in innovation projects in Pudong New Area.Qualified foreign personnel can serve as legal representatives of new-type R&D institutions in Pudong New Area.The Several Provisions of Shanghai Municipality on Promoting the Development of Standardization Innovation in Pudong New Area expand the scope of organizations involved in joint standards development from other enterprises to other domestic and foreign enterprises or organizations.These Provisions also prescribe that the standardization administration in Pudong,along with industry regulators in science and technology,economy,commerce,and agriculture,should guide social organizations,enterprises,and research institutions in participating in the development of national,industry,local,and international standards.They are also guided to adopt advanced domestic and international standards and promote the implementation and application of relevant standards abroad.Additionally,these Provisions encourage the release of foreign language versions of group standards and corporate standards.The Several Provisions of Shanghai Municipality on Promoting the Implementation of the Architect Responsibility System in Pudong New Area provide a basis for qualified foreign architects to serve as responsible architects,provided they meet the required professional qualifications,work experience,and other criteria.The Several Provisions on Promoting the Development of International Economic Organizations in Pudong New Area make explicit the measures on services such as registration,taxation,talent support,and recognition to facilitate the aggregation and development of international economic organizations in Pudong.9 3.Providing Stronger Legal Protection for Foreign-Related LegalServices Cultivating world-class legal service institutions,creating a hub for foreign-related legal services,and developing foreign-related legal talent are essential to foreign-related rule of law protection.The Provisions of Shanghai Municipality on Promoting Commercial Mediation in Pudong New Area provide that qualified foreign commercial mediation organizations can establish business entities within the Lingang Special Area of the China(Shanghai)Pilot Free Trade Zone(hereinafter“Lingang Special Area”)to provide foreign-related commercial mediation services for disputes in international commercial,maritime,investment,and other areas.The Provisions on Promoting Commercial Mediation in Pudong New Area explicitly support renowned foreign mediation institutions in establishing business entities in Pudong,provided they meet domestic regulatory requirements.These Provisions also aim to explore and promote the creation of a one-stop international commercial dispute resolution mechanism integrating mediation,arbitration,and litigation.The Several Provisions on Facilitating the High-quality Development of the Legal Services Industry in Pudong New Area establish a mechanism for the introduction of foreign legal talents.In accordance with national and municipal regulatory standards for professional qualifications,these Provisions aim to attract foreign legal professionals with strong practical expertise and qualifications to practice law in Pudong.They also encourage law firms to hire qualified foreign lawyers as foreign legal advisors,support foreign law firms in conducting legal business in Pudong,and allow internationally renowned arbitration institutions to set up offices or representative offices in Pudong.These Provisions further explore the practices such as ad-hoc arbitration and special partnership systems for law firms.The Several Provisions on Improving the Diversified Mechanism for Resolving Foreign-Related Commercial Disputes in Pudong New Area aim to establish a one-stop dispute resolution center for foreign-related commercial disputes,strengthen the development of foreign-related commercial legal talents,and encourage foreign professionals to serve as foreign-related commercial mediators.(III)Promoting the Effective Enforcement of LegalMechanisms 10 1.Timely Formulation of Implementation RulesAfter the formulation of regulations and management measuresin Pudong,relevant departments have taken an active role in developing and refining implementation rules to ensure the effective enforcement of these systems.For example,after legislation,the Pudong New Area Peoples Government formulated the Implementation Rules for the Provisions on Facilitating the Innovation and Application of Connected and Autonomous Vehicles in Pudong New Area.Additionally,the Administrative Committee of the Lingang Special Area formulated the Implementation Rules for the Promotion of Innovation and Application of Connected and Autonomous Vehicles in Lingang Special Area(Trial Implementation).2.Timely English Translation of Regulations and ManagementMeasures To continuously improve legislative awareness,Pudong promptly organizes the translation of its regulations and management measures into English and publishes them on government websites.The Pudong Justice Bureau,in collaboration with the Legislative Affairs Committee of the Standing Committee of the Shanghai Municipal Peoples Congress and the Legislative Affairs Committee of the Pudong New Area Peoples Congress,has established a dedicated committee to regularly conduct translations and publications of these texts,further expanding the influence of Pudongs regulations and management measures.3.Improving the Supervision Mechanism for EnforcementPudong actively promotes the establishment and improvement of the supervision mechanism for the implementation of legal protection systems.The Pudong Comprehensive Law-based Governance Commission issued the Opinions on the Implementation of Pudong New Area Regulations and Management Measures.Pudong also actively conducts or cooperates with the Shanghai Municipal Peoples Congress Standing Committee in evaluating the legislative effectiveness of Pudongs regulations and conducting law enforcement inspections.The Pudong New Area Peoples Congress Standing Committee and Government organize the evaluation of the effectiveness of management measures,further enhancing the release of legal protection outcomes and refining the rule-of-law protection system.III.Focusing on First-Class Business Environment Creation and High-Quality and Efficient Implementation Systems 11 Foreign-related adjudication,law enforcement and legal compliance are essential components of the foreign-related rule of law system.Pudong is accelerating efforts to enhance the credibility of foreign-related administration of justice,continues to improve the level and efficiency of foreign-related law enforcement,and focuses on increasing the legal awareness of participants in foreign-related transaction.The aim is to establish a foreign-related judicial and law enforcement system that is aligned with the requirements of high-quality development and high-level opening-up,thereby creating favorable legal conditions and an external environment for the high-quality development of the economy and society.(I)Advancing Diversified Foreign-Related Disputes Resolution Processes 1.Deepening the Development of International CommercialDispute Resolution Mechanisms Establishing a foreign-related commercial dispute resolution platform.In September 2019,the Pudong New Area Free Trade Zone Court(hereinafter“Pudong FTZ Court”)took the lead by setting up a one-stop dispute resolution office for foreign-related commercial disputes.This initiative actively explores a one-stop dispute resolution mechanism for foreign-related commercial disputes,providing a platform for both domestic and foreign market entities to resolve disputes.The office operates through a model of assigning dedicated staff with a fast-track channel,creating a work platform for litigation,mediation,and arbitration in one location.Currently,two arbitration institutions and five mediation organizations have signed memoranda of cooperation and set up offices.Seven experts in international commercial law have been appointed to form the Expert Committee of Foreign-Related Commercial Disputes Resolution to provide consultative opinions on specialized issues.At the same time,six professional service institutions,including translation,notarization,and foreign law ascertainment services,have been introduced to form a cooperation mechanism and a unified service platform.To help enterprises in Lingang Special Area resolve legal issues locally,in August 2024,the Pudong New Area Peoples Court(Pudong Court),the Administrative Committee of Lingang Special Area,and the Pudong Justice Bureau jointly launched the One-Stop Foreign-Related Commercial Dispute Resolution Center,which provides people with efficient,convenient,and cost-efficient dispute resolution services,promoting a new model where litigation,mediation,and arbitration 12 are seamlessly connected.Advancing the sound operation of the one-stop mechanism.To implement Shanghais first foreign-related commercial dispute resolution management measures,i.e.the Several Provisions of the Pudong New Area on Improving the Diversified Mechanism for Resolving Foreign-Related Commercial Disputes,Pudong aims to create a“one-stop dispute resolution mechanism”where litigation,mediation,and arbitration are complementary,work smoothly,and form synergistic effects.This mechanism provides a one-stop dispute resolution alternative for domestic and foreign parties to achieve the desired outcome of foreign-related commercial disputes resolution.A series of normative documents and texts have been developed,including the Provisions on the One-Stop Dispute Resolution Mechanism for Foreign-Related Commercial Disputes(Trial Implementation),Letter of Entrusted Mediation,Letter of Arbitration,Letter of Exclusion of Arbitration Clause,Letter of Litigation Fee Coordination,and Form of Dispute Evaluation,to ensure the standardized operation of the mechanism.Meanwhile,Pudong actively explores cross-border remote services,such as cross-border online case filing,identity verification,and online video witnessing for cross-border entrustment matters.In March 2021,the National Development and Reform Commission promoted the one-stop foreign-related commercial dispute resolution office in Pudong as a new round of innovative initiatives and best practices to be implemented nationwide.Since the establishment of the one-stop foreign-related commercial dispute resolution office,3,560 foreign-related commercial cases have been successfully mediated.Additionally,52 cases have been referred to arbitration institutions,with an average dispute resolution period of 28 days and a total amount involved of 1.023 billion yuan.Upon approval of Supreme Peoples Court and Shanghai Municipal Budgeted-Staffing Commission,In December 2024,the Shanghai International Commercial Court was officially announced,marking a significant milestone in foreign-related dispute resolution,and it was also located in Pudong.2.Establishing Diversified Foreign-Related Intellectual Property Dispute Mediation Processes Exploring collaboration with the World Intellectual Property Organization Arbitration and Mediation Shanghai Center(WIPO 13 Shanghai Center).The Pudong Court has formed a dedicated research and coordination team to establish and improve a mediation system for foreign-related intellectual property cases,based on Chinas legal provisions and the dispute resolution rules of WIPO.The team is also setting up a screening mechanism and contingency plans to ensure legal and regulated operations.Pudong is exploring a new model for online resolution,providing the utmost convenience for foreign-related case mediation.A foreign-related intellectual property dispute mediation and enforcement coordination mechanisms have been created,along with a fast-track channel for enforcement.For cases where the mediation agreement is refused to comply with,quick implementation of compulsory enforcement measures is available.Since the launch of this initiative,Pudong has successfully assisted the WIPO Shanghai Center in mediating a series of intellectual property infringement and contract disputes involving the U.S.,the U.K.,and other countries,including Chinas first intellectualproperty case involving an overseas dispute resolution institution inthe mediation process.(II)Improvingthe Comprehensive Foreign-Related Prosecution Functions1.Leveraging the Effectiveness of the Comprehensive PracticeBase for Prosecutorial Functions In December 2023,the Pudong New Area Procuratorate and Jinqiao Group jointly established Comprehensive Prosecution Base for Intellectual Property Cases,Shanghais first of its kind.Relying on this base,an innovative model for fulfilling prosecutorial duties,i.e.JINLAN Intellectual Property Protection Alliance,was developed to promote the establishment of an independently formed intellectual property protection communication and collaboration platform for enterprises in Pudong.The first batch of members includes well-known foreign-invested enterprises such as Tesla,LVMH,Kering,and Omron.In June 2024,Establishing the First Comprehensive Practice Base for Intellectual Property Prosecution was selected as a flagship reform achievement in the Implementation Plan of Pudong New Area for Integrated Reform Pilot(2023-2027).In 2024,the Base was included in the National Innovation Base for Foreign-Related Rule of Law Talents Education list,published by the Ministry of Education and the Central Office for Comprehensive Law-based Governance Commission.14 2.Focusing on Typical CasesThe Focusing on New Productive Forces:Addressing the Needsof Enterprises open day event was held,inviting representatives from nine leading foreign-invested enterprises,including Procter&Gamble,Danone,Thermo Fisher Scientific,Cargill China,and LOral China,to discuss further building a foreign-related rule of law collaboration mechanism.Regarding the issue of some overseas Chinese nationals engaging in the unauthorized buying and selling of foreign exchange,a prosecutorial suggestion was issued to the relevant local departments,which was later recognized as one of the Outstanding Prosecutorial Suggestions of Shanghais Procuratorates in 2023.Additionally,the case Zhengs Crime of Spying and Illegally Providing Commercial Secrets was selected as one of the Top Ten Typical Cases of Commercial Secret Protection by the Shanghai Municipal Antitrust and Unfair Competition Office.(III)Continuing to Strengthen Intellectual Property LawEnforcement1.Building a Service System for Overseas Intellectual PropertyDispute Resolution Optimizing the service network system.Since 2019,Pudong has collaborated with the China Council for the Promotion of International Trade to explore the protection of intellectual property rights overseas,establishing the National Overseas Intellectual Property Dispute Response Center Pudong Branch.In April 2020,it was approved as one of the first ten local branches nationwide.To address the overseas intellectual property dispute needs,Pudong has built a 1 2 3 6 service system,in which“1”represents the Pudong Branch of National Overseas Intellectual Property Dispute Response Center,“2”means two Pudong Intellectual Property Protection Center branches,“3”refers to three overseas intellectual property service stations,and“6”stands for six intellectual property service centers in New York,Silicon Valley,Tokyo,Madrid,Rio de Janeiro,and Singapore.This system provides continuous,comprehensive,and integrated professional services for going global enterprises,including information collection,risk prevention,resource coordination,and guidance on responding to the disputes.-Enhancing Overseas Rights Protection Services.Pudong has established four databases:a database of over 1,000 enterprises with potential overseas rights protection needs,an expert 15 database of 71 intellectual property experts,a database of translations of six overseas intellectual property laws and regulations,and a database of 51 typical cases to strengthen the guidance capacity.A 2.0 version of intellectual property comprehensive insurance has been introduced,covering patents,trademarks,software copyrights,integrated circuit layout designs and others,with a coverage of up to 5 million yuan,effectively reducing the pressure on enterprises in responding to overseas intellectual property disputes.Pudong also provides convenient access to funding policies,collecting and organizing various overseas intellectual property-related funding policies and compiling them into a booklet.It introduces these policies to enterprises at the national,municipal,and district levels,including projects such as special research,overseas patent applications,rights protection,and risk analysis,and guides enterprises in applying for funding.In 2023,87 enterprises passed the review for Patent Cooperation Treaty(PCT)patent funding policies,receiving 1.74 million yuan in funding support.-Enhancing Overseas Intellectual Property Protection Capacity.Pudong actively connects with involved enterprises in its administrative area,offering targeted services to help enterprises to reduce response costs.By publishing reports on the overseas intellectual property legal environment and risk warning reports,Pudong raises awareness among enterprises about potential risks in export trade,foreign investment and others.Pudong also promotes the Freedom to Operate(FTO),encouraging enterprises to conduct patent infringement investigations before entering foreign markets,obtain patent implementation investigation reports,and reduce the risk of large punitive payments.2.Strengthening Administrative Protection of IntellectualProperty Ensuring high-standard alignment with international economic and trade rules.Pudong fully implements the intellectual property provisions of the Regional Comprehensive Economic Partnership(RCEP)and actively aligns with international economic and trade agreements such as CPTPP and DEPA,pioneering reforms for nationwide innovation.It also enacts the Several Provisions of Shanghai Municipality on Developing a High-level Intellectual Property Protection System in Pudong New Area,which introduces an international high-standard punitive damages system for intellectual property infringements.These Provisions provide compensation based on the 16 actual loss of the rights holder,the infringers profits,or ten times the licensing fee,with a cap of 10 million yuan in statutory compensation,applicable in intellectual property cases in Pudong Court.Pudong has also aligned with the EU-China Geographical Indications Agreement,establishing a high-standard geographical indication protection system.This includes legislation to protect geographical indication products and a protection system for mutual recognition of geographical indications,imposing penalties for infringements involving terms like type,style,and imitation.Pudong Court has successfully handled several violations.In line with international practices,Pudong is the first to expand the provisions on the burden of proof in copyright and trade secret cases from civil procedures to administrative law enforcement procedures,effectively improving case handling efficiency.High-Level Protection for Foreign Investment Enterprises Intellectual Property.Pudong has carried out special actions for the protection of intellectual property for foreign-invested enterprises.It has established a Key Trademark Protection Directory to strengthen the proactive protection of key trademarks,famous trademarks,and internationally well-known foreign trademarks.Pudong has also strengthened intellectual property protection in foreign-related exhibitions.Pudong Intellectual Property Office and the Commerce Commission jointly formulated the Guidelines for the Fast-Track Handling of Intellectual Property Disputes in Exhibitions in Pudong New Area,effectively attracting international exhibitions and multinational companies and contributing to the development of the exhibition industry.A rapid response mechanism for intellectual property disputes related to Disney has been established.By leveraging the advantages of comprehensive intellectual property law enforcement,Pudong has set up a joint meeting system among intellectual property,market regulation,urban management,and cultural law enforcement departments.This ensures information sharing,coordinated enforcement,and joint action,significantly improving the administrative efficiency of protecting Disney-related copyrights.An all-encompassing collaboration mechanism is in place,including clue analysis,case investigation,civil action coordination,and enforcement coordination,to ensure a cross-department,multi-dimensional protection system for Disneys trademark rights,copyrights,and others.17 (IV)Optimizing the Management and Service of ForeignNationals1.Achieving Comprehensive Service Coverage for ForeignNationals Pudong has established a Center-Station-Point three-level service system for foreign nationals.It now boasts one service center,21 service stations for foreigners,7 integration service stations,25 community integration service stations,and 1,426 integration service points.A total of 1,497 full-time and part-time social workers have been deployed,achieving full coverage of integration services for foreign nationals in the city and even nationwide.This comprehensive service system offers a range of services including temporary accommodation registration,visa pre-acceptance,legal consultation and others to effectively address the urgent needs of foreigners upon entry.This initiative has successfully attracted more high-level overseas talents to Pudong,ensuring that foreign nationals can arrive,stay,and integrate into Pudong smoothly.2.Launching the First Service Package for Foreign NationalsThe Pudong New Area Foreign Nationals Service Package hasbeen officially launched,offering six major categories of services:residence,travel,family life,language,culture,and community integration.Since its release,the service package has provided 2,000 instances of convenience services to foreign nationals and covered over 200 foreign-invested enterprises.Additionally,it has assisted in issuing 350 foreign nationals certificates and 10 one-time entry/exit permits,significantly improving the sense of gain and satisfaction among foreign nationals and providing a model for ensuring services that support high-quality economic and social development in Pudong.3.Establishing a One-Stop Comprehensive Service CenterIn June 2024,the Pre-Entry One-Stop Comprehensive ServiceCenter for foreign nationals was established at the T2 terminal of Pudong International Airport.This center serves as the first point of contact for entry services.It offers 24/7 services in payment,tourism,telecommunications,and transportation.It provides services such as service manuals,tourist maps,Wi-Fi equipment rentals,SIM cards,transportation cards,foreign currency exchange,small change exchange,mobile payment services,and in-person consultation,further enhancing the travel convenience for foreign nationals.(V)Strengthening Foreign-Related Legal Publicity and 18 Services 1.Innovating Public Legal Education ChannelsFocusing on the specific needs of foreign-related legal publicity,the Pudong Justice Bureau,relying on the Rule of Law Pudong WeChat account,for the first time started the Foreign-Related Affairs column.The first issue featured Shanghais first online version of the Walk Through Jinqiao A Legal Guide for Foreigners Living in Jinqiao.This guide,presented in Chinese-English comics with Q&A section,effectively uses the convenience and broad coverage of new media platforms to explain the regulations foreign nationals need to know and follow while living and working in China.The Pudong Justice Bureau also visited multiple foreign-invested firms,Sino-foreign law firm joint offices,the Shanghai International Dispute Resolution Center,and other renowned international legal service organizations.A promotional video was produced,visually showcasing the achievements in terms of institutional planning,diversified strategic deployment,and talent policies,which demonstrates Pudongs determination to build an internationally leading,law-based business environment.2.Building a New Public Legal Education PatternIn response to the diverse legal needs of foreign nationals in Pudong and the large population of foreign nationals in certain areas,in-depth research and targeted strategies were developed.Key foreigner communities such as Jinqiao Town,Zhangjiang Town,Huamu Community,and Lujiazui Community were selected as the first Pudong New Area Public Legal Education Window on Foreign-related Affairs.Through various channels such as short videos showcasing legal services,events such as the second Pudong Event of Shanghai Law Culture Festival,and continuous tracking and reporting of successful practices,these communities demonstrated their successes in public legal education for foreign nationals.In Jinqiao Town,the Biyun Foreign-Related Public Legal Education Station was established,along with the Biyun Foreign-Related Legal Education Team,made up of foreign nationals,social workers,and lawyers.In Zhangjiang Town,the Party Secretary of a residential area with a community of foreign nationals was appointed as the Legal Observers of International Communities,and foreign nationals were hired as Pudong Foreign Legal Observers to assist in foreign-related legal education efforts.In Huamu Community,Pudong became the first in Shanghai to establish the Lianyang 19 Overseas Service Station and the Pudong International Talent Port(Huamu Station)to carry out targeted foreign-related public legal education activities.In Lujiazui Community,a Foreign-Related Law Guidelines Q&A was launched to provide Chinese law knowledge to foreign nationals.3.Creating a Public Legal Education CommunityFocusing on the practical needs of foreign nationals in their dailylives and work,Pudong guides the implementation of a series of foreign-related legal consultation and legal education activities,leveraging the Pudong New Area Public Legal Education Window on Foreign-related Affairs and certain international communities.In Zhangjiang Town,through joint agreements with local communities,schools,and businesses,the legal publicity activities were launched in these areas,bringing foreign-related legal education services into communities,schools,and businesses.This platform facilitates the delivery of legal resources and activities targeted at foreign nationals.In Weifang Community,the Diamond Trading Center,a gathering place for foreign-invested enterprises and foreign nationals,was designated as a demonstration site for policy publicity.A series of tailored service packages focusing on dispute resolution and mediation were developed for foreign nationals.This initiative provides proactive services,preventing and resolving disputes at an early stage,and effectively addressing the closing the last-mile service delivery gap for foreign national service and management.IV.Sticking to International Best Practices and Creating aHigh-Standard International Legal Services HubIn recent years,Pudong has thoroughly implemented the decisions and arrangements of the Central Committee,the Municipal Committee,and the Pudong Committee.It has continuously experimented with new institutions,pressure tests,and explored new paths in the field of foreign-related legal services.By focusing on institutional innovation,diversified development,and talent support,Pudong has effectively enhanced the level of foreign-related legal services,solidifying its position as a hub for foreign-related legal services.(I)Exploring New Practices in Foreign-Related Legal Services1.Strengthening Top Design and Developing a CoordinatedInstitutional Planning Approach Pudong has made full use of the legislative authorization in the Leading Area Opinions and the major administrative decision-making 20 mechanisms of the Shanghai Municipal Peoples Government to promote the implementation of One Regulation for One Plan.Through institutional opening-up,Pudong has deepened its reform in foreign-related legal services.The Several Provisions of Pudong New Area on Facilitating the High-quality Development of the Legal Services Industry were issued.Several pioneering reforms in foreign-related legal services have been launched,including:The Chinese citizens with overseas legal qualifications and strong practical experience are allowed to practice law in Pudong,in accordance with national and municipal professional licensing regulations.The initiative of ad-hoc arbitration:Parties involved in foreign-related commercial disputes registered in Pudong can agree to apply specific arbitration rules in Pudong,with designated arbitrators handling disputes.Support is given to Hong Kong and Macau law firms to establish joint partnerships with Pudong law firms,and to overseas arbitration and mediation institutions to establish business offices or representative offices in Pudong according to law.Immigration and residency facilitation services are provided for qualified foreign legal service professionals,including temporary visas for foreign arbitrators,mediators,and other legal practitioners attending legal affairs in Pudong,simplifying the visa application process at the Pudong port.Pudong has also promoted the release of the Core Area Implementation Plan.In April 2021,when the Leading Area Opinions were issued,the Central Office for Comprehensive Law-based Governance Commission and the Ministry of Justice proposed that Shanghai should take the lead in building an International Legal Services Hub as part of the Leading Area development goals and Shanghais Five Hubs initiative.Subsequently,Pudong,in collaboration with the Shanghai Municipal Justice Bureau,held several special research meetings to mobilize efforts for building the Core Area of the International Legal Services Hub and successfully applied for it as a major administrative decision project of the Shanghai Municipal Government.In November 2023,the Core Area Implementation Plan was approved by the Shanghai Municipal Governments executive meeting,which outlines 17 specific innovative measures across following six key areas.21 2.Focusing on Key Areas and Promoting the Implementation ofInnovative Measures The first case of a foreign party applying for ad-hoc arbitration in China was heard and decided in Pudong.In August 2024,a well-known British industry association and a Pudong-based shipping company reached an arbitration agreement in Pudong,agreeing to resolve their dispute over shipping insurance fees through ad-hoc arbitration.On September 28,the case was heard at the Pudong New Areas Integrated Dispute Resolution Service Center.The case was guided by the Shanghai Maritime University in collaboration with the China Maritime Arbitration Commission Shanghai Headquarters,and proceeded under the Shanghai Arbitration Associations Ad-hoc Arbitration Rules,as selected by both parties.This case represents the first instance in China where a foreign party applied for ad-hoc arbitration,shifting the arbitration venue from London to Shanghai,marking a substantial breakthrough in the implementation of the ad-hoc arbitration mechanism in Shanghai.It is also a positive outcome of Pudongs institutional opening-up,reflecting the growing international credibility,influence,and market competitiveness of Shanghais arbitration mechanism.Promoting the Establishment of Pudongs First Hong Kong-Macau Joint Venture Law Firm.In October 2024,at the Shanghai-Hong Kong High-Quality Development Pudong Cooperation and Exchange Conference,Shanghai Hansheng Law Firm and Hong Kong ONC Lawyers signed a strategic cooperation agreement.In March 2025,a joint venture agreement was signed,with plans to establish a partnership law firm in Pudong to provide one-stop cross-border legal services for clients in Chinese Mainland,Hong Kong,and other countries.Promoting the Establishment of New Joint Venture Law Offices Between Chinese and Foreign Law Firms.In 2014,the China(Shanghai)Pilot Free Trade Zone pioneered a pilot program allowing Chinese law firms to cooperate with foreign law firms through joint ventures.In March 2025,11 joint venture law offices have been established in this area,becoming one of the major achievements of opening-up.This arrangement has enabled professional advantages in fields such as capital markets,energy and minerals,intellectual property,information technology,risk management,competition compliance,and maritime law.The business cooperation network has extended to regions including the Americas,Europe,Asia,Africa,and 22 Oceania,effectively expanding into more cross-border,high-end legal business areas and significantly improving the foreign-related service capabilities of Chinese law firms.Since the joint venture pilot,these offices have handled cross-border and international legal affairs,including assisting in cross-border guarantee loan projects involving multiple jurisdictions,participating in the acquisition of Brazilian high-voltage transmission assets by State Grid,and providing legal support for Chinas top shipping companies in projects related to shipbuilding,energy trade,marine engineering,and international arbitration.Supporting Going Global Enterprises with Foreign-Related Legal Services.Pudong Justice Bureau,Lujiazui Bureau,and the Pudong Legal Services Industry Association have set up a Foreign-Related Legal Services Station for Enterprises Going Global in Lujiazui,an area known for its concentration of legal service institutions.It integrates foreign-related legal services resources in the area and compiles a guide to key destination countries offering professional services for Going Global enterprises.It has established a database of foreign-related legal services,talent,and cases.Pudong has also selected volunteers for the Belt and Road Legal Services Team to be stationed overseas,encouraging law firms or groups of lawyers to venture abroad,share risks,and set up branch offices in countries along the Belt and Road to enhance the overseas legal service networking.Promoting Maritime Arbitration Rules and Mechanism Innovation.Pudong Commerce Commission,Pudong Justice Bureau,and Shanghai Maritime University signed a Strategic Cooperation Framework Agreement to establish the Pudong New Area International Maritime Arbitration Innovation Center.This center will create an industry organization for arbitrators,develop Pudong International Maritime Ad-hoc Arbitration Rules,service standards,and operational guidelines,and encourage more market entities to choose ad-hoc arbitration as a method for resolving maritime commercial disputes.This initiative supports Shanghais efforts to build a strong international shipping center and enhances Chinas voice and influence in the field of international maritime and commercial dispute resolution.Promoting Innovation in Commercial Mediation.The Standing Committee of the Pudong New Area Peoples Congress formulated the Several Provisions of the Pudong New Area on the Promotion of 23 Commercial Mediation,the first legally binding instrument at the local level to promote the development of commercial mediation through separate legislation.These Provisions establish a system for commercial mediation organizations to apply for registration with the judicial administration.They also support individual mediators,in compliance with domestic regulatory requirements,to participate in international commercial mediation activities,and encourage service charges and commercial mediation practices based on the market according to law.(II)Building an International Legal Services Cluster1.Leveraging Resource AdvantagesAs the forefront of Shanghai and Chinas reform and opening-up,and a gateway to the world,Pudong New Area has,since its development in 1990,become the preferred location for numerous legal service institutions due to its unique geographical position,significant policy advantages,and vibrant development vitality.It has given rise to Shanghais earliest law firms specialized in overseas services,Chinas first joint venture law office,and the first foreign arbitration institution in China.Pudong has also become home to the largest number of foreign law firm representative offices in Shanghai.By the end of 2024,Pudong has 332 law firms and more than 9,300 lawyers,accounting for one-sixth of the law firms and one-quarter of lawyers in Shanghai.Additionally,Pudong is home to over 30 foreign law firm representative offices,11 joint venture law offices,and 12 law firms with 33 branch offices or offices in 15 countries and regions abroad.Ten of Chinas top 100 legal service institutions with expertise in foreign affairs are located in Pudong.Reports from several international legal service rating agencies have shown that several Pudong law firms are ranked among Chinas top-tier law firms.Among the five arbitration institutions registered with judicial administration in Shanghai,four are based in Pudong:the Shanghai Arbitration Commission,the China Maritime Arbitration Commission Shanghai Headquarters,the WIPO Shanghai Center,and the Korean Commercial Arbitration Board(KCAB)Shanghai Center.Additionally,some branches of the Shanghai International Trade Arbitration Commission are also located in Pudong.Well-known international arbitration institutions,such as the Hong Kong International Arbitration Centre,Singapore International Arbitration Centre,and the International Chamber of Commerce,have representative offices 24 in Pudong.The Shanghai Oriental Foreign Law Discerning Center,the first one-stop platform for cross-border legal services and foreign law ascertainment in East China,is also located in Pudong.Furthermore,Pudong hosts 4 notary offices and 12 judicial authentication institutions.Pudong has developed a legal service ecosystem with rich resources and comprehensive functions,providing a solid foundation for the development of the legal services cluster.2.Practices and Achievements in Developing Legal Service Cluster In line with the arrangements outlined in the Core Area Implementation Plan,Pudong has leveraged its abundant legal resources,large number of legal institutions,and comprehensive functional advantages to build international legal services clusters in Lujiazui,Shibo,and Lingang areas.Drawing on the experiences of countries with developed legal services industries,Pudong follows a strategy of multi-location and domain-specific development to foster the foreign-related legal services sector as a new driving force and growth engine for its economic and social development.In the Lujiazui area,the focus is on attracting high-end,leading institutions to create a core functional area that capitalizes on the siphon effect of top institutions.This involves accelerating the concentration and development of high-end,foreign-related,and large-scale legal service institutions,while encouraging functional,high-quality,and niche legal service providers to settle in the area.The goal is to achieve synergy between different types of institutions and promote the full-chain development of the legal services industry.This will enhance the concentration and visibility of high-level legal services in Lujiazui,create linkages with other professional services,and empower high-quality development in the real economy and financial trade,ultimately making Lujiazui an international hub for legal services.To date,the Lujiazui area has gathered over 200 domestic law firms and more than 30 foreign law firms.Six of the top ten global law firms,five of the top ten law firms in China,and more than half of the law firms in Shanghai with annual revenue exceeding 1 billion yuan are located in Lujiazui.At the same time,through the continuous expansion of the international influence of the Lujiazui Rule of Law Forum,Pudong actively promotes its international legal services brand.The forum focuses on global trends and cutting-edge 25 issues in the legal services industry,enhancing the areas appeal,outreach,and influence,while creating a favorable atmosphere for Pudong to become a global legal services hub.In the Shibo Area,the goal is to create a landmark platform for international dispute resolution institutions,building a Special Functional Area.This area will promote the development of the Asia-Pacific International Arbitration Center Tower in Pudong,with a focus on attracting international legal service organizations.It will support the establishment of business institutions for renowned overseas arbitration and dispute resolution organizations,focusing on foreign-related arbitration services in fields such as international commerce,maritime,and investment disputes.The aim is to form a highly concentrated and well-equipped international commercial dispute resolution ecosystem,contributing to the development of a global Asia-Pacific arbitration center.Currently,both the Shanghai Arbitration Commission and the Shanghai International Dispute Resolution Center are located in the Shibo area.Pudong is closely aligning with these two key institutions to leverage their professional reputation and influence in the domestic and international arbitration sectors,attracting international legal service organizations to establish operations and create a specialized legal service ecosystem for international commercial dispute resolution.In December 2021,the Shanghai Arbitration Commission moved its registered office to Pudong and began construction on a new headquarters at the Asia-Pacific International Arbitration Center Tower.In January 2024,the Shanghai Arbitration Commission and Shanghai Land(Group)Co.,Ltd.jointly held a delivery ceremony for the Asia-Pacific International Arbitration Center Tower,with its headquarters located in the Shibo area.The Shanghai International Dispute Resolution Center was established in 2018 and is also located in Shibo area of Pudong.As a legally registered non-profit social organization supervised by the Shanghai Municipal Justice Bureau,the centers mission is to provide a range of services to international diverse dispute resolution institutions.Domestic and foreign arbitration,mediation,and dispute resolution organizations can establish offices in the centers unified workspace,benefiting from streamlined operations and large-scale publicity while fostering a clustering effect for dispute resolution institutions.26 To date,the Shanghai International Dispute Resolution Center has attracted institutions such as the Singapore International Arbitration Centre Shanghai Representative Office,the International Chamber of Commerce Shanghai Representative Office,the China(Shanghai)Free Trade Zone Arbitration Court,and the Shanghai International Aviation Court of Arbitration.Additionally,leveraging its platform advantages and clustering effects in foreign-related dispute resolution,the Shanghai International Arbitration Center has successfully developed the Shanghai International Arbitration Gathering,launching a series of events aimed at making Shanghai a destination for high-end legal services that attracts both domestic and international clients.Lingang Special Area is positioned as a testing ground for emerging legal service practices,aiming to create a Pressure Test Area.It focuses on establishing a foreign-related commercial dispute resolution mechanism that aligns with the institutional opening-up system,as well as developing maritime and commercial legal services to provide professional legal support for the development of an international shipping center.In December 2020,the Lingang Special Area Legal Services Center was officially launched.It has signed joint agreements with 18 institutions,including the Shanghai First Intermediate Peoples Court,the Shanghai Maritime Court,and the Shanghai Financial Court,attracting 75 legal service organizations,including arbitration institutions,judicial authentication organzations,and law firms.At the end of 2023,the KCAB Shanghai Center was granted approval to register in the Lingang Special Area,the first foreign arbitration institution to establish a business office in China,breaking the ground that only allowed foreign arbitration institutions to set up representative offices for non-arbitration business.In April 2024,the KCAB Shanghai Center officially opened in the Lingang Special Area.The Pudong International Legal Service Park is designed as a hub for international legal services,featuring a fully integrated legal ecosystem where law-related institutions are clustered,legal functions are seamlessly connected,legal spaces are efficiently shared,and legal services can be accessed in one stop.With a focus on comprehensive legal service support,judicial service demonstration,academic research and training,and the incubation of a legal service ecosystem,the park aims to foster functional 27 28 synergy among institutions and promote the full-chain development of the legal service industry.Striving to become a high-end,efficient,and all-encompassing international legal platform,it is committed to providing world-class legal services.The Park features a full-chain cluster of legal institutions,with judicial administrations,courts,law firms,notary offices,arbitration committees,commercial mediation organizations,judicial authentication institutions,legal technology firms,new legal media,and other related industries.It also includes off-campus legal practice teaching bases for law schools and universities,fostering a rich legal services ecosystem.By ensuring that all elements within the legal services park are interconnected and mutually supportive,it facilitates the reasonable layout of upstream and downstream industries such as public platforms,core industries,related services,and legal education,promoting the integration of government,industry,academia,and research.In the Park,legal functions are seamlessly integrated with an innovative approach to restructuring legal services based on service categories.This involves redefining public legal services and judicial services into public legal services and dispute resolution to help establish a structured,step-by-step reception and case-handling process.Spaces are efficiently shared and optimized,with the development of standardized legal service facilities to minimize redundant infrastructure construction.Arbitration,administrative reconsideration,and mediation facilities are integrated into shared spaces,enhancing the supply of legal service resources.This Park creates a comprehensive support platform for rule-of-law development,benefiting not only Pudong but also Shanghai as a whole.The one-stop legal service model is designed to accommodate both public legal services and dispute resolution scenarios,ensuring seamless integration across various legal service processes.These include public legal service reception,lawyers consultations,commercial mediation,notarization,arbitration,case filing,and adjudication.By streamlining these processes,it improves convenience for both individuals and businesses,meeting the diverse legal needs of different entities.Ultimately,it aims to achieve the goal of resolving legal matters and disputes in a single location,minimizing procedural burdens and improving service efficiency.Currently,the Pudong Justice Bureau,the Pudong Intellectual Property Bureau have moved their premises to the Park,and the FTZ Court of Shanghai Maritime Court,the Pudong FTZ Court,and the Pudong Notary Office are to be relocated here.In the future,Pudong will gradually attract well-known law firms,international commercial mediation organizations,legal research think tanks(such as the Shanghai Maritime University Maritime Arbitration Research Center and the East China University of Political Science and Law Foreign Law Ascertainment Center),non-profit organizations(such as the International Commercial Dispute Prevention and Resolution Organization,the Belt and Road Lawyers Alliance,and the Shanghai East Asia Foreign Legal Services Center),as well as legal technology and other related industries.By fostering physical clustering,the initiative aims to amplify the synergy effect of industrial integration,the amplification effect of functional convergence,and the efficiency effect of resource optimization,creating a world-class legal service ecosystem.(III)Building a Hub for Foreign-Related Rule of Law Talent1.Distinct Advantages of PudongAmong the 1,000 lawyers with expertise in foreign affairs asselected by the Ministry of Justice,37 are from Pudong.Of the 141 lawyers in Shanghais foreign-related lawyers database,30 are from Pudong.Pudong also accounts for 51 of the 215 individuals selected for the first batch of the Shanghai Foreign-Related Legal Talent Pool by the Shanghai Law Society.According to research,Pudong is home to more than 1,200 foreign-related lawyers,representing about one-third of the total in Shanghai.The majority of these lawyers have overseas education or work experience.Among them,295 lawyers hold foreign legal qualifications,and some have qualifications in two or more foreign jurisdictions.Pudong lawyers are involved in foreign-related legal services across a wide range of fields:693 lawyers have handled cross-border investment and mergers and acquisitions;354 have worked on foreign legal risk management for businesses;300 have dealt with overseas listing issues;262 have represented clients in foreign arbitration institutions;148 have worked on overseas export controls and security review matters;and 218 have handled foreign-related intellectual property cases.Additionally,46 Pudong lawyers serve as arbitrators in overseas arbitration institutions and as mediators in international mediation organizations.Thirty lawyers are actively involved in international 29 legal industry associations.2.Increasing Talent Policies SupplyIssuing the Implementation Opinions on Promoting the Developmentof Legal Services Talent in Pudong New Area.In January 2023,Pudong launched a 1 1 N talent policy system,which for the first time includes legal services industry talent within the broader talent policy framework.To support this,the Pudong Justice Bureau,the Pudong Human Resources and Social Security Bureau,and the Pudong Finance Bureau jointly formulated the Implementation Opinions on Promoting the Development of Legal Services Talent in Pudong New Area.It focuses on fields such as lawyering,notary services,arbitration,judicial appraisal,and commercial mediation,aiming to attract and cultivate a group of domestic leading legal talent with international competitiveness.It proposes four major areas and 11 specific measures,which include the offering of financial incentives for the introduction of full-time legal services talent and the support of full-time legal services talent to participate in both domestic and international non-degree training programs and high-level law degree education.Since it was issued,20 high-level foreign-related legal services professionals have been recruited(including 3 leading talents,3 top talents,and 14 urgently needed talents).Their practice areas include key fields such as responding to trade sanctions,long-arm jurisdiction,anti-dumping,countervailing duties,safeguard measures,and product-specific safeguard measures,foreign-related intellectual property disputes,and overseas corporate compliance.To broaden the international horizon of legal professionals in Pudong and bridge the gap between theory and practice,Pudong has collaborated with the University of Cambridge to organize two sessions of Pudong Cambridge Program on Legal Talent Education.Additionally,it has partnered with East China University of Political Science and Law,Fudan University,and the Singapore Mediation Centre to conduct two international commercial mediation training programs.So far,more than 50 participants from Pudong-based law firms,arbitration institutions,mediation organizations,and notary offices have been selected to undergo overseas training programs.A series of bi-monthly lectures on foreign-related legal talent development has also been launched,inviting renowned experts and scholars to deliver lectures on cutting-edge topics in international commercial arbitration and intellectual property protection.Furthermore,nearly 100 30 education and training subsidies have been provided,supporting dozens of Pudong-based lawyers in pursuing LL.M.and J.D.degrees abroad or taking overseas bar qualification exams,effectively enhancing Pudongs capacity in foreign-related legal services.Leveraging the Several Opinions on Supporting Postdoctoral Innovation and Development in Pudong New Area.To attract and cultivate a group of internationally competitive postdoctoral research talent,Pudong introduced the Several Opinions on Supporting Postdoctoral Innovation and Development in Pudong New Area in January 2023.This initiative was jointly developed by the Pudong New Area Human Resources and Social Security Bureau and the Finance Bureau.With the support of the Organization Department of the Pudong Committee,the Pudong Justice Bureau,relying on these Opinions,proactively engaged with law schools to explore co-training pathways for postdoctoral researchers in law,while also promoting law firms as postdoctoral innovation practice bases.In January 2024,at the launch ceremony of the Pudong Foreign-Related Legal Talent Hub,the Pudong Justice Bureau led efforts to establish a postdoctoral innovation practice program in law,reaching cooperation agreements with Fudan University,Shanghai Jiao Tong University,China University of Political Science and Law,East China University of Political Science and Law,Shanghai University of Finance and Economics,and ten law firms in Pudong.Additionally,Pudong introduced its legal talent policies to the global legal community.By June 2024,the first three law firmsAllBright Law Offices,DeHeng Law Offices,and ZhongLun Law Firmsuccessfully passed expert evaluations and were officially recognized by the Pudong New Area Peoples Government.Six projects submitted by these firms were included in the postdoctoral research project list,opening opportunities for outstanding legal talents from both China and abroad to participate in innovative research and development in the legal sector.31 Concluding Remarks Advancing foreign-related rule of law is not only Pudongs duty and mission but also a necessity for its reform and development.Looking ahead,Pudong will adhere to Xi Jinping Thought on Socialism with Chinese Characteristics for a New Era as its guiding principle,fully implement the gist of the 20th National Congress of the Communist Party of China and the Second and Third Plenary Sessions of the 20th CPC Central Committee,and thoroughly study and apply Xi Jinpings Thought on the Rule of Law as well as his important speeches.In alignment with the requirements set by the Central Office for Comprehensive Law-based Governance Commission,and under the strong leadership of the Municipal Committee and the Municipal Government,Pudong will continue to focus on strengthening foreign-related rule of law.It will fully leverage the legislative power as authorized,advance the integration and interaction between domestic law and international law,and make significant strides in institutional opening-up and innovation,enhancing foreign-related legal service systems,and accelerating the cultivation of high-caliber international legal talent.Through these efforts,Pudong will continue advancing foreign-related rule of law development,and contribute stronger legal guarantee to building Pudong into a leading area of socialist modernization and to supporting Shanghai in achieving its goal of a globally influential socialist modern international metropolis.32
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